Site Map
Blog Posts
- Learn the lesson, forget the pain
- Baseball and your career
- The ability to observe without evaluating
- My Life Philosophy
- The wise ones bet heavily when the world offers them that opportunity
- The rewards are extraordinary
- The why and how of travis.giggy.com
- This is my first post on the new blog
- Burney Falls
- To the mother of my children, the woman of my dreams
- End of the season lacrosse tourney
- Monkey-brain vs. Human-brain
- Hanging w the G-boys (at Stanford Stadium)
- Rogue River rafting w the fam
- I love the ride up Old la Honda, but the way down is better!
- Lake of the Woods, Ontario, Canada
- Happy anniversary baby. I love you. (at Chinatown San Fran Sico)
- TEDxBerkeley (at UC Berkeley)
- A beautiful, simple, perfect wedding in Belvedere
- 1870 University, office of the day
- Happy New Year!
- Gnotes markdown to evernote
- Bring on NYE
- The little dot at the front of the room is me
- Arrived in Tokyo Japan last night
- An epic dinner at Street Xo in Madrid
- Mark Twain
- Who to hang with
- I have a name tag at school now
- Bring on the dinosaurs @mrsgigi - this is what people w/o kids do
- Shanghai at sunset. One of my fav pics from the trip. Though, a bit scary how pretty the smog makes the sunset
- This is one of the best books I’ve read in the last year
- Poetry
- Poetry by an anonymous author, maybe related to me.
- Boys of the jungle
- Aristotle
- Alan Kay, commencement speech at DePaul Univ, 2012
- My job as your father
- Big List of Hard Knocks
- Ed Catmull, CEO of Pixar, Creativity, Inc.
- Alan Kay
- John Keating (Robin Williams) - Dead Poets Society
- Everything around you, that you call life, was made up by people no smarter than you
- Peter Thiel
- Marcus Aurelius, Meditations
- The next biz
- Jioia in Salt Pond Bay, St. John’s Island, US Virgin Islands. Probably my favorite place of the trip.
- Life is good when you’re on a river
- When you set out to conquer the world on your own, remember
- Marcus Aurelius - Meditations
- Sir Bertrand Russell
- Sailing in the golden gate after helping a friend take international possession of their sailboat.
- Leonardo da Vinci
- Life is grand :)
- G-boys!
- Post January 22nd, 2014 8:45am
- Yvon Chouinard - founder of Patagonia
- When to hustle, and when not to hustle
- Xmas in Denver. Magic
- Silicon Valley, by the bay
- Post December 5th, 2013 7:46pm
- Home made fortune cookies, hand written fortunes! Like only the brains of a 5 and 7 year old could imagine :)
- SF from 30,000 feet
- Steve Jobs
- Taking photos of people taking photos. This never happened when I was a kid - film was too expensive!
- The Monster Mash
- Life is like riding a bull. Hang on! Have some fun!
- There is an old saying that goes - 80% of life is just showing up
- Swing by Swing dev retreat in Scottsdale. Bagpipe guy playing behind Westin Kierland. Just awesome :)
- Baron, the speed bullet!
- Baron, at an intersection about 5 blocks from our house
- My birthday feast! Oh damn, girl, you know how to get me excited :)
- Don't waste it
- Lazy day on Stanford campus
- Today’s office
- Apples with friends
- Random
- The contrast is amazing. I stand in total awe of the contrast in life
- Who to hire
- Hiking (and running) the Satellite, above Stanford in Palo Alto
- Hiking the satellite
- Mahatma Gandhi
- Mahatma Gandhi
- Elevator button in SF hotel
- Mahatma Gandhi
- Swish!
- Mahatma Gandhi
- No crying allowed in spelling
- Mahatma Gandhi
- Mahatma Gandhi
- Super hero Sunday
- Stanley Kubrick on chess and life
- Baron
- The rule of delegation
- secret to success
- Muhammad Ali
GIGAMIND Pages
- External:
- 100 Miki: 100 Miki
- 101 Zettelkasten: 101 Zettelkasten
- 101 Zettelkasten: 101.001 Zettelkasten - Reading in and of itself is not a useful endeavor
- 101 Zettelkasten: 101.002 Zettelkasten - Reading is for fun writing is for learning
- 101 Zettelkasten: 101.003 Zettelkasten - Zettelkasten steps
- 101 Zettelkasten: 101.005 Zettelkasten - ZK first principles
- 101 Zettelkasten: 101.006 Zettelkasten - ZK workflow
- 101 Zettelkasten: 101.007 Zettelkasten - RAW NOTES
- 101 Zettelkasten: 101.008 Zettelkasten - UNPROCESSED folder
- 101 Zettelkasten: 101.009 Zettelkasten - LIT NOTES
- 101 Zettelkasten: 101.010 Zettelkasten - PERMANENT NOTES
- 101 Zettelkasten: 101.011 Zettelkasten - The secret to an abundance of knowledge
- 101 Zettelkasten: 101.012 Zettelkasten - Why not use physical note cards
- 101 Zettelkasten: 101.013 Zettelkasten - Reference block
- 101 Zettelkasten: 101.014 Zettelkasten - Keyword tags
- 101 Zettelkasten: 101.015 Zettelkasten - ZK naming convention
- 101 Zettelkasten: 101.016 Zettelkasten - The OLD zettel naming convention
- 101 Zettelkasten: 101.017 Zettelkasten - Writing from the ZK
- 101 Zettelkasten: 101.018 Zettelkasten - Find good writing topics
- 101 Zettelkasten: 101.019 Zettelkasten - Just get started writing
- 101 Zettelkasten: 101.020 Zettelkasten - Miki
- 101 Zettelkasten: 101.021 Zettelkasten - YAML front matter
- 101 Zettelkasten: 101.022 Zettelkasten - Folders
- 101 Zettelkasten: 101.023 Zettelkasten - Raw note naming convention
- External: 102
- 104 Business Models: 104 Business Models
- 104 Business Models: 104.10 Business Models - B2B2C
- 104 Business Models: 104.20 Business Models - Finite vs Infinite Games
- 104 Business Models: 104.30 Business Models - Network Effects
- 104 Business Models: 104.30.01 Network Effects - Is your company a network effect candidate
- 105 Consulting: 105 Consulting
- 105 Consulting: 105.10 Consulting - Different kinds of consultants
- 105 Consulting: 105.20 Consulting - Three reasons companies hire consultants
- 105 Consulting: 105.20.10 Consulting - External data is necessary
- 105 Consulting: 105.20.20 Consulting - Lack of in-house knowledge
- 105 Consulting: 105.20.30 Consulting - Lack of manpower and resources
- 105 Consulting: 105.30 Consulting - Consultants are hired to help a company grow
- 105 Consulting: 105.40 Consulting - How to get consulting work
- 105 Consulting: 105.40.10 Consulting - Getting started in consulting
- 105 Consulting: 105.40.20 Consulting - Leverage your network
- 105 Consulting: 105.40.30 Consulting - Make the sale
- 105 Consulting: 105.40.30.10 Consulting - Do not sell at first just talk about client problems
- 105 Consulting: 105.40.30.20 Consulting - Get conceptual agreement before submitting proposal
- 105 Consulting: 105.40.40 Consulting - Self-promotion
- 105 Consulting: 105.40.41 Consulting - The consultant's website
- 105 Consulting: 105.40.42 Consulting - Provide value right away for free
- 105 Consulting: 105.40.43 Consulting - Relationships are the single most important lever
- 105 Consulting: 105.40.44 Consulting - Pro bono work can be great for networking
- 105 Consulting: 105.40.45 Consulting - Networking is key key key
- 105 Consulting: 105.40.46 Consulting - Public speaking is a powerful way to network
- 105 Consulting: 105.40.47 Consulting - The consultant's website II
- 105 Consulting: 105.40.48 Consulting - Nobody cares about who you are
- 105 Consulting: 105.40.49 Consulting - You need social proof
- 105 Consulting: 105.50 Consulting - Focus on acquisition and retention strategy
- 105 Consulting: 105.50.10 Consulting - Rev-Ops
- 105 Consulting: 105.60 Consulting - Consulting services pricing
- 105 Consulting: 105.60.01 Consulting - Discuss value not fees
- 105 Consulting: 105.70 Consulting - Continual improvement and automation
- 106 About Me: 106 About me
- 106 About Me: 106.001 About me - Bio
- 106 About Me: 106.003 About me - Adinkra fern symbol
- 106 About Me: 106.004 About me - Professional things I'm currently interested in
- 106 About Me: 106.005 About me - My life mission
- 106 About Me: 106.006 About me - Links
- 106 About Me: 106.007 About me - Life philosophy
- 106 About Me: 106.008 About me - Equity and Asymmetry
- 107 Philosophy: 107 Philosophy
- 107 Philosophy: 107.009 Philosophy - My definition of philosophy
- 107 Philosophy: 107.010 Philosophy - Stoicism
- 107 Philosophy: 107.011 Philosophy - Stoicism - You cannot hurt me
- 107 Philosophy: 107.012 Philosophy - Stoicism - Today is all I have
- 107 Philosophy: 107.013 Philosophy - Stoicism - 3 stoic emotions
- 107 Philosophy: 107.013.01 3 stoic emotions - 1. Caution vs Fear
- 107 Philosophy: 107.013.02 3 stoic emotions - 2. Wish vs Lust
- 107 Philosophy: 107.013.03 3 stoic emotions - 3. Joy vs Pleasure
- 107 Philosophy: 107.014 Philosophy - Stoicism - 4 stoic virtues
- 107 Philosophy: 107.014.01 Stoic virtues - 1. Wisdom
- 107 Philosophy: 107.014.02 Stoic virtues - 2. Temperance
- 107 Philosophy: 107.014.03 Stoic virtues - 3. Courage
- 107 Philosophy: 107.014.04 Stoic virtues - 4. Justice
- 107 Philosophy: 107.015 Philosophy - Stoicism - Rich or happy
- 107 Philosophy: 107.016 Philosophy - Stoicism - Today is mine
- 107 Philosophy: 107.017 Philosophy - Stoicism - Fear of future and regret for past
- 107 Philosophy: 107.018 Philosophy - Stoicism - Time to get to work
- 107 Philosophy: 107.019 Philosophy - Jocko - Get your ass out of bed
- 107 Philosophy: 107.020 Philosophy - Dalio - Open mindedness
- 107 Philosophy: 107.021 Philosophy - Rosenberg - Empathy
- 107 Philosophy: 107.022 Philosophy - Aristotle - Leisure
- 107 Philosophy: 107.023 Philosophy - Napoleon was calm under pressure
- 107 Philosophy: 107.024 Philosophy - Lincoln did not let ambition get in the way of decency
- 107 Philosophy: 107.025 Philosophy - Render yourself worthy
- 107 Philosophy: 107.026 Philosophy - Lincoln never held a grudge
- 107 Philosophy: 107.027 Philosophy - Virtue through purpose
- 108 Data Analysis: 108 Data Analysis
- 108 Data Analysis: 108.10 Data Analysis - Phases of data analysis
- 108 Data Analysis: 108.10.05 Data Analysis - Timing for data analysis projects
- 108 Data Analysis: 108.10.10 Data Analysis - Step 1 smart questions and proper data
- 108 Data Analysis: 108.10.10.10 Data Analysis - Client working relationship
- 108 Data Analysis: 108.10.10.20 Data Analysis - Data request
- 108 Data Analysis: 108.10.10.20.10 Data Analysis - Data request details
- 108 Data Analysis: 108.10.10.30 Data Analysis - Pre-mortem
- 108 Data Analysis: 108.10.20 Data Analysis - Step 2 ingest clean validate
- 108 Data Analysis: 108.10.20.10 Data Analysis - Ingest raw data into database
- 108 Data Analysis: 108.10.20.10.10 Data Analysis - Receiving raw data
- 108 Data Analysis: 108.10.20.10.20 Data Analysis - Standardized process to ingest raw data
- 108 Data Analysis: 108.10.20.10.20.10 Data Analysis - Moving data from disk to S3
- 108 Data Analysis: 108.10.20.10.20.20 Data Analysis - Commands to move data from S3 to Redshift
- 108 Data Analysis: 108.10.20.20 Data Analysis - Clean and map data
- 108 Data Analysis: 108.10.20.20.10 Data Analysis - Raw data problems
- 108 Data Analysis: 108.10.20.20.20 Data Analysis - Describe the data in words
- 108 Data Analysis: 108.10.20.30 Data Analysis - Summary statistics and confirmation
- 108 Data Analysis: 108.10.20.30.10 Data Analysis - External data validation
- 108 Data Analysis: 108.10.30 Data Analysis - Step 3 exploration and structural analysis
- 108 Data Analysis: 108.10.40 Data Analysis - Step 4 model creation and prediction
- 108 Data Analysis: 108.10.50 Data Analysis - Step 5 outputs and presentations
- 108 Data Analysis: 108.10.60 Data Analysis - Project post-mortem
- 108 Data Analysis: 108.10.70 Data Analysis - More data analysis best practices
- 108 Data Analysis: 108.10.70.10 Data Analysis - Keep one source of data truth
- 108 Data Analysis: 108.10.70.20 Data Analysis - Teamwork for data cleaning mapping analysis
- 108 Data Analysis: 108.20 Data Analysis - Customer analysis
- 108 Data Analysis: 108.20.05 Data Analysis - Attributes of customer analysis
- 108 Data Analysis: 108.20.07 Data Analysis - Customer analysis primary objectives
- 108 Data Analysis: 108.20.10 Data Analysis - Optimize
- 108 Data Analysis: 108.20.10.10 Data Analysis - Optimize pricing packaging
- 108 Data Analysis: 108.20.10.20 Data Analysis - Optimize advertising channels
- 108 Data Analysis: 108.20.10.30 Data Analysis - Optimize email
- 108 Data Analysis: 108.20.10.40 Data Analysis - Optimize coupons discounts
- 108 Data Analysis: 108.20.10.40.10 Data Analysis - Which customer segment to give discounts
- 108 Data Analysis: 108.20.10.50 Data Analysis - Optimize retention
- 108 Data Analysis: 108.20.20 Data Analysis - Make decisions
- 108 Data Analysis: 108.20.30 Data Analysis - Customer lifetime value
- 108 Data Analysis: 108.20.30.10 Data Analysis - Benefits of LTV analysis
- 108 Data Analysis: 108.20.30.20 Data Analysis - Calculating LTV
- 108 Data Analysis: 108.20.30.30 Data Analysis - How NOT to calculate LTV
- 108 Data Analysis: 108.20.40 Data Analysis - Customer analysis for different business models
- External: 108.20.40.05
- 108 Data Analysis: 108.20.40.10 Data Analysis - Customer analysis for retail brick and mortar
- 108 Data Analysis: 108.20.40.20 Data Analysis - Customer analysis for b2b
- 108 Data Analysis: 108.20.40.30 Data Analysis - Customer analysis for consumer
- 108 Data Analysis: 108.20.40.30.10 Data Analysis - Customer analysis for ecommerce with attachable subscriptions
- 108 Data Analysis: 108.20.50 Data Analysis - Acquitention
- 108 Data Analysis: 108.20.50.10 Data Analysis - Acquitention Heuristic
- 108 Data Analysis: 108.20.50.20 Data Analysis - Acquitention Phase II
- 108 Data Analysis: 108.30 Data Analysis - Categories of data analysis
- 108 Data Analysis: 108.30.10 Data Analysis - Structural analysis
- 108 Data Analysis: 108.30.10.10 Data Analysis - Segmentation is used on every project
- 108 Data Analysis: 108.30.10.10.10 Data Analysis - Stratified sampling
- 108 Data Analysis: 108.30.10.20 Data Analysis - Structural analysis outputs
- 108 Data Analysis: 108.30.10.20.10 Data Analysis - How to read a cohort triangle
- 108 Data Analysis: 108.30.10.20.20 Data Analysis - Segments and metrics for outputs
- 108 Data Analysis: 108.30.10.20.20.10 Data Analysis - Segments - RFM
- 108 Data Analysis: 108.30.10.20.20.10.10 Data Analysis - Segments - RFM - How to segment RFM
- 108 Data Analysis: 108.30.10.20.20.10.20 Data Analysis - Segments - RFM - variations
- 108 Data Analysis: 108.30.10.20.30 Data Analysis - Structural analysis deliverables
- 108 Data Analysis: 108.30.10.30 Data Analysis - Structural analysis data required
- 108 Data Analysis: 108.30.10.40 Data Analysis - Structural analysis steps
- 108 Data Analysis: 108.30.20 Data Analysis - Predictive analysis
- 108 Data Analysis: 108.30.20.10 Data Analysis - Predictive analysis best practices
- 108 Data Analysis: 108.30.30 Data Analysis - Prescriptive analysis
- 108 Data Analysis: 108.40 Data Analysis - Data analysis software tools and environment
- 108 Data Analysis: 108.40.05 Data Analysis - Tools should be generically useful
- 108 Data Analysis: 108.40.10 Data Analysis - Working environment
- 108 Data Analysis: 108.40.10.10 Data Analysis - Standardized working environment
- 108 Data Analysis: 108.40.10.20 Data Analysis - Excel is amazing and it sucks too
- 108 Data Analysis: 108.40.10.30 Data Analysis - Data science computing infrastructure
- 108 Data Analysis: 108.40.20 Data Analysis - Tools
- 108 Data Analysis: 108.40.20.10 Data Analysis - Output generator
- 108 Data Analysis: 108.40.20.20 Data Analysis - Raw data understanding and summary statistics
- 108 Data Analysis: 108.40.20.30 Data Analysis - An idea for raw data mapping and validation
- 108 Data Analysis: 108.40.20.40 Data Analysis - Jupyter notebooks
- 108 Data Analysis: 108.40.20.40.10 Data Analysis - Install Jupyter Notebook locally
- 108 Data Analysis: 108.40.20.50 Data Analysis - Data quality tool
- 108 Data Analysis: 108.40.30 Data Analysis - Tools and environment best practices
- 108 Data Analysis: 108.40.30.10 Data Analysis - Data output validation is vital
- 108 Data Analysis: 108.40.30.20 Data Analysis - Unit tests everywhere all the time
- 108 Data Analysis: 108.60 Data Analysis - Accounting analysis
- 108 Data Analysis: 108.60.10 Data Analysis - Accounting terms
- 109 Productivity: 109 Productivity
- 109 Productivity: 109.10 Productivity - Your environment and systems makes success easier
- 109 Productivity: 109.10.10 Productivity - It is hard to maintain new systems
- 109 Productivity: 109.20 Productivity - Schedule your day
- 109 Productivity: 109.21 Productivity - 80-20 way to read a non-fiction book
- 109 Productivity: 109.22 Productivity - Schedule the whole week in advance
- 109 Productivity: 109.23 Productivity - Review your time spent and improve it
- 109 Productivity: 109.24 Productivity - A quiet workspace is important
- 109 Productivity: 109.25 Productivity - It's hard to be productive from home
- 109 Productivity: 109.26 Productivity - Social rules for working from home
- 109 Productivity: 109.27 Productivity - Unscheduled time sucks up all the time
- 109 Productivity: 109.28 Productivity - Schedule your Internet breaks
- 109 Productivity: 109.29 Productivity - Rules for your focus sessions
- 109 Productivity: 109.30 Productivity - Focus on a small number of important goals at a time
- 109 Productivity: 109.30.01 Focus on a small number - Warren Buffet's two list rule to maximize focus
- 109 Productivity: 109.31 Productivity - Write down your current goals and keep them in front of you
- 109 Productivity: 109.32 Productivity - Measure progress toward goals
- 109 Productivity: 109.33 Productivity - The shutdown ritual
- 109 Productivity: 109.34 Productivity - The ability to focus requires training your brain
- 109 Productivity: 109.35 Productivity - Productive meditation
- 109 Productivity: 109.36 Productivity - Always shut down email when not actively using it
- 109 Productivity: 109.37 Productivity - Monique is a beautiful and worthwhile use of of time
- 109 Productivity: 109.38 Productivity - I lose time to personal things during the day
- 109 Productivity: 109.39 Productivity - Travel is a massive black hole for productivity
- 109 Productivity: 109.41 Productivity - Focused vs Diffuse Thinking
- 109 Productivity: 109.42 Productivity - Wake up early
- 109 Productivity: 109.43 Productivity - Cal Newport - Rituals
- 109 Productivity: 109.44 Productivity - Inbox zero
- 109 Productivity: 109.45 Productivity - Prioritize and focus on one thing at a time
- 109 Productivity: 109.46 Productivity - Napoleon wasted zero time
- 109 Productivity: 109.47 Productivity - Napoleon focused on one thing at a time
- 110 Starting a Startup: 110 Starting a startup
- 110 Starting a Startup: 110.001 Startups - Build a better way to do something they're already doing anyway
- 110 Starting a Startup: 110.002 Startups - You must be right about something most everybody else is wrong about
- 110 Starting a Startup: 110.003 Startups - If you're not shipping you're dying
- 110 Starting a Startup: 110.004 Startups - Test everything if possible
- 110 Starting a Startup: 110.005 Startups - Write a business plan
- 110 Starting a Startup: 110.006 Startups - Industry is destiny
- 110 Starting a Startup: 110.007 Startups - Build products don't bill hours
- 110 Starting a Startup: 110.008 Startups - Take a human desire and take out steps
- 110 Starting a Startup: 110.009 Startups - Have you followed Marketing 101
- 110 Starting a Startup: 110.010 Startups - Beta testers are very valuable
- 110 Starting a Startup: 110.011 Startups - Everybody must vest into their shares
- 110 Starting a Startup: 110.012 Startups - Launch early, iterate fast
- 110 Starting a Startup: 110.013 Startups - Product market fit is obvious
- 110 Starting a Startup: 110.014 Startups - Advertising-based business can get yucky
- 110 Starting a Startup: 110.015 Startups - Design and UX are just as important as code
- 110 Starting a Startup: 110.016 Startups - Think 3 times before starting a freemium biz
- 110 Starting a Startup: 110.017 Startups - Know the difference between a lifestyle and a VC business
- External: 111
- 111 Epic: 111.10 Epic - Papers articles content
- External: 111.10.01
- 111 Epic: 111.10.02 Epic - What is Customer Accounting
- External: 111.10.03
- 111 Epic: 111.10.03.10 Epic - Past and future quotes
- 111 Epic: 111.10.04 Epic - What is a cohort and why should I care
- 111 Epic: 111.10.05 Epic - Averages are dangerous
- External: 111.10.06
- 111 Epic: 111.10.07 Epic - All of the data none of the intelligence
- 111 Epic: 111.10.08 Epic - The Acquitention process
- External: 111.10.09
- External: 111.20
- 111 Epic: 111.30 Epic - Marketing our services
- External: 111.31
- 111 Epic: 111.32 Epic - Causal inference and brand impact
- 111 Epic: 111.33 Epic - Performance Management
- 111 Epic: 111 Epic
- 112 Data Visualizations: 112 Data Visualization
- 112 Data Visualizations: 112.10 Data visualization with python
- 113 Math: 113 Math
- 113 Math: 113.010 Math - How to read math notation
- 113 Math: 113.020 Math - Statistics
- 113 Math: 113.020.010 Statistics - Regression
- 113 Math: 113.020.010.10 Regression - Regression Models
- 113 Math: 113.020.010.10.10 Regression models - Poisson distribution
- 113 Math: 113.020.010.10.20 Regression models - Exponential Distribution
- 113 Math: 113.020.010.10.30 Regression models - Diff between Expo vs Weibull vs Cox
- 113 Math: 113.020.020 Statistics - Survival Analysis
- 113 Math: 113.020.020.10 Survival analysis - Time and Event
- 113 Math: 113.020.020.20 Survival analysis - Basic math
- 113 Math: 113.020.020.30 Survival analysis - Pros and cons
- 113 Math: 113.020.020.40 Survival analysis - Kaplan-Meier Model
- 113 Math: 113.020.020.40.10 Kaplan-Meier model - Log Rank Test
- 113 Math: 113.020.020.50 Survival Analysis - Proportional Hazards PH
- 113 Math: 113.020.020.50.10 Proportional Hazards - Mathematical desc of Cox PH
- 113 Math: 113.020.030 Statistics - Bayes Theorem
- 113 Math: 113.020.040 Statistics - Binomial Distribution
- 113 Math: 113.020.050 Statistics - BTYD models
- 113 Math: 113.020.050.10 BTYD - BGBB
- 113 Math: 113.020.050.20 BTYD - BG NBD
- 113 Math: 113.020.050.30 BTYD - Pareto NBD
- 113 Math: 113.021 Logarithms
- 113 Math: 113.021.01 Logarithms - relationship to powers and squares
- 113 Math: 113.021.02 Logarithms - e
- 113 Math: 113.022 Statistics - Average, Mean, Mode, Dispersion, Range
- 113 Math: 113.023 Statistics - Variance, Standard Deviation
- 113 Math: 113.024 Statistics - Judging outliers in a dataset
- 113 Math: 113.025 Statistics - Normal distribution
- 113 Math: 113.026 Statistics - Z-curve
- 113 Math: 113.027 Math - Area of a triangle and trapezoid
- 113 Math: 113.028 Statistics - Empirical Rule
- 113 Math: 113.029 Statistics - Cumulative Distribution Function
- 113 Math: 113.030 Statistics - Correlation and correlation coefficient
- 113 Math: 113.031 Statistics - Linear Regression
- 113 Math: 113.032 Statistics - Linear Regression Least Squares method
- 113 Math: 113.033 Statistics - Residuals
- 113 Math: 113.034 Statistics - Coefficient of determination and Squared error
- 113 Math: 113.035 Statistics - Standard deviation of residuals
- 113 Math: 113.036 Statistics - Expected Value
- 113 Math: 113.036.01 Expected Value - example using insurance purchase decision
- 113 Math: 113.036.02 Expected Value - example for concert promoter and weather
- 113 Math: 113.036.03 Expected Value - example for workouts in a week
- 113 Math: 113.038 Statistics - Probability
- 113 Math: 113.038.01 Probability - Addition rule of probability
- 113 Math: 113.038.02 Probability - Monty Hall probability problem
- 113 Math: 113.038.03 Probability - Gamblers Fallacy
- 113 Math: 113.038.04 Probability - Probability of multiple independent events
- 113 Math: 113.038.05 Probability - Probability involving at least one success
- 113 Math: 113.038.06 Probability - Dependent probability
- 113 Math: 113.038.07 Probability - Independent probability Independent events
- 113 Math: 113.038.08 Probability - General multiplication rule
- 113 Math: 113.038.09 Probability - Total probability rule for expected value
- 113 Math: 113.038.10 Probability - Bayes Theorem
- 115 CFA: 115 CFA exam
- 115 CFA: 115.005 CFA - study plan
- 115 CFA: 115.010 CFA - Topic 1 - Ethical and Professional Standards
- 115 CFA: 115.010.10 Reading 1 - Ethics and Trust in the Investment Profession
- 115 CFA: 115.010.10.10 Reading 1 - Ethics and Trust - LOS a. explain ethics
- 115 CFA: 115.010.10.20 Reading 1 - Ethics and Trust - LOS b. the role of a code of ethics
- 115 CFA: 115.010.10.30 Reading 1 - Ethics and Trust - LOS c. professions establishing trust
- 115 CFA: 115.010.10.40 Reading 1 - Ethics and Trust - LOS d. the need for ethical standards
- 115 CFA: 115.010.10.50 Reading 1 - Ethics and Trust - LOS e. professionalism in investment
- 115 CFA: 115.010.10.60 Reading 1 - Ethics and Trust - LOS f. challenges to ethical behavior
- 115 CFA: 115.010.10.70 Reading 1 - Ethics and Trust - LOS g. ethical and legal standards
- 115 CFA: 115.010.10.80 Reading 1 - Ethics and Trust - LOS h. framework for ethical decisions
- 115 CFA: 115.010.20 Reading 2 - Code of Ethics and Standards of Professional Conduct
- 115 CFA: 115.010.20.10 Reading 2 - Code of Ethics - LOS a. CFA institute professional conduct program
- 115 CFA: 115.010.20.20 Reading 2 - Code of Ethics - LOS b. six components seven standards
- 115 CFA: 115.010.20.30 Reading 2 - Code of Ethics - LOS c. ethical responsibilities
- 115 CFA: 115.010.30 Reading 3 - Code of Ethics - Guidance for Standards I-VII
- 115 CFA: 115.010.30.010 Reading 3 - Code of Ethics - Guidance - Professionalism - I(A) Knowledge of the Law
- 115 CFA: 115.010.30.020 Reading 3 - Professionalism - I(B) Independence and Objectivity
- 115 CFA: 115.010.30.030 Reading 3 - Professionalism - I(C) Misrepresentation
- 115 CFA: 115.010.30.040 Reading 3 - Professionalism - I(D) Misconduct
- 115 CFA: 115.010.30.050 Reading 3 - Integrity of Capital Markets - II(A) Material Nonpublic Information
- 115 CFA: 115.010.30.060 Reading 3 - Integrity of Capital Markets - II(B) Market Manipulation
- 115 CFA: 115.010.30.070 Reading 3 - Duties to Clients - III(A) Loyalty Prudence and Care
- 115 CFA: 115.010.30.080 Reading 3 - Duties to Clients - III(B) Fair Dealing
- 115 CFA: 115.010.30.090 Reading 3 - Duties to Clients - III(C) Suitability
- 115 CFA: 115.010.30.100 Reading 3 - Duties to Clients - III(D) Performance Presentation
- 115 CFA: 115.010.30.120 Reading 3 - Duties to Clients - III(E) Preservation of Confidentiality
- 115 CFA: 115.010.30.130 Reading 3 - Duties to Employers - IV(A) Loyalty
- 115 CFA: 115.010.30.140 Reading 3 - Duties to Employers - IV(B) Additional Compensation Arrangements
- 115 CFA: 115.010.30.150 Reading 3 - Duties to Employers - IV(C) Responsibilities of Supervisors
- 115 CFA: 115.010.30.160 Reading 3 - Investment Analysis - V(A) Diligence and Reasonable Basis
- 115 CFA: 115.010.30.170 Reading 3 - Investment Analysis - V(B) Communication With Clients and Prospective Clients
- 115 CFA: 115.010.30.180 Reading 3 - Investment Analysis - V(C) Record Retention
- 115 CFA: 115.010.30.190 Reading 3 - Conflicts of Interest - VI(A) Disclosure of Conflicts
- 115 CFA: 115.010.30.200 Reading 3 - Conflicts of Interest - VI(B) Priority of Transactions
- 115 CFA: 115.010.30.210 Reading 3 - Conflicts of Interest - VI(C) Referral Fees
- 115 CFA: 115.010.30.220 Reading 3 - Responsibilities as CFA Member - VII(A) Conduct as Members in the CFA Program
- 115 CFA: 115.010.30.230 Reading 3 - Responsibilities as CFA Member - VII(B) Reference to CFA Institute
- 115 CFA: 115.010.40 Reading 4 - Intro to the GIPS
- 115 CFA: 115.010.40.10 Reading 4 - Why were the GIPS Standards Created
- 115 CFA: 115.010.40.20 Reading 4 - Parties Affected by GIPS
- 115 CFA: 115.010.40.30 Reading 4 - Composites
- 115 CFA: 115.010.40.40 Reading 4 - Verification
- 115 CFA: 115.010.50 Reading 5 - GIPS
- 115 CFA: 115.010.50.10 Reading 5 - Introduction
- 115 CFA: 115.010.50.20 Reading 5 - The Scope of the GIPS Standards
- 115 CFA: 115.010.50.30 Reading 5 - The Nine Major Sections of the GIPS Standards
- 115 CFA: 115.020 CFA - Topic 2 - Quantitative Methods
- 115 CFA: 115.020.10 Reading 6 - The Time Value of Money
- 115 CFA: 115.020.10.10 Reading 6 - Time Value of Money - 1. The Time Value of Money and Interest Rates
- 115 CFA: 115.020.10.20 Reading 6 - Time Value of Money - 2. Calculate the Effective Annual Rate
- 115 CFA: 115.020.10.30 Reading 6 - Time Value of Money - 3. The Value of a Single Cash Flow
- 115 CFA: 115.020.10.40 Reading 6 - Time Value of Money - 4. The Value of a Series of Equal Cash Flows
- 115 CFA: 115.020.10.50 Reading 6 - Time Value of Money - 5. The Value of a Series of Uneven Cash Flows
- 115 CFA: 115.020.10.60 Reading 6 - Time Value of Money - 6. The Cash Flow Additivity Principle
- 115 CFA: 115.020.20 Reading 7 - Statistical Concepts and Market Returns
- 115 CFA: 115.020.20.01 Reading 7 - 1. The Nature of Statistics
- 115 CFA: 115.020.20.02 Reading 7 - 2. Measurement Scales
- 115 CFA: 115.020.20.03 Reading 7 - 3. Frequency Distributions
- 115 CFA: 115.020.20.04 Reading 7 - 4. Measures of Center Tendency
- 115 CFA: 115.020.20.05 Reading 7 - 5. Quartiles, Quintiles, Deciles, and Percentiles
- 115 CFA: 115.020.20.06 Reading 7 - 6. Measures of Dispersion
- 115 CFA: 115.020.20.07 Reading 7 - 7. Chebyshev's Inequality
- 115 CFA: 115.020.20.08 Reading 7 - 8. The Sharpe Measure of Risk-Adjusted Performance
- 115 CFA: 115.020.20.09 Reading 7 - 9. Symmetry and Skewness in Return Distributions
- 115 CFA: 115.020.20.10 Reading 7 - 10. Kurtosis in Return Distributions
- 115 CFA: 115.020.30 Reading 8 - Probability Concepts
- 115 CFA: 115.020.30.01 Reading 8 - 1. Introduction
- 115 CFA: 115.020.30.02 Reading 8 - 2. Unconditional, Conditional, and Joint Probabilities
- 115 CFA: 115.020.30.03 Reading 8 - 3. Addition Rule for Probabilities
- 115 CFA: 115.020.30.04 Reading 8 - 4. Multiplication Rule for Independent Events
- 115 CFA: 115.020.30.05 Reading 8 - 5. The Total Probability Rule
- 115 CFA: 115.020.30.06 Reading 8 - 6. Expected Value, Variance, and Standard Deviation of a Random Variable
- 115 CFA: 115.020.30.07 Reading 8 - 7. Covariance and Correlation
- 115 CFA: 115.020.30.08 Reading 8 - 8. Portfolio Expected Return and Variance
- 115 CFA: 115.020.30.09 Reading 8 - 9. Bayes' Formula
- 115 CFA: 115.020.30.10 Reading 8 - 10. Principles of Counting
- 115 CFA: 115.020.40 Reading 9 - Common Probability Distributions
- 115 CFA: 115.020.40.01 Reading 9 - 1. Basic Definitions
- 115 CFA: 115.020.40.02 Reading 9 - 2. Probability Function
- 115 CFA: 115.020.40.03 Reading 9 - 3. Cumulative Distribution Function
- 115 CFA: 115.020.40.04 Reading 9 - 4. The Discrete Uniform Distribution
- 115 CFA: 115.020.40.05 Reading 9 - 5. The Binomial Distribution
- 115 CFA: 115.020.40.06 Reading 9 - 6. The Normal Distribution
- 115 CFA: 115.020.40.07 Reading 9 - 7. The Univariate and Multivariate Distributions
- 115 CFA: 115.020.40.08 Reading 9 - 8. The Standard Normal Distribution
- 115 CFA: 115.020.40.09 Reading 9 - 9. Shortfall Risk and Roy's Safety-First Criterion
- 115 CFA: 115.020.40.10 Reading 9 - 10. The Lognormal Distribution
- 115 CFA: 115.020.40.11 Reading 9 - 11. Discretely and Continuously Compounded Rates of Return
- 115 CFA: 115.020.40.12 Reading 9 - 12. Monte Carlo Simulation
- 115 CFA: 115.020.50 Reading 10 - Sampling and Estimation
- 115 CFA: 115.020.50.01 Reading 10 - 1. Introduction
- 115 CFA: 115.020.50.02 Reading 10 - 2. Time-Series and Cross-Sectional Data
- 115 CFA: 115.020.50.03 Reading 10 - 3. The Central Limit Theorem
- 115 CFA: 115.020.50.04 Reading 10 - 4. Standard Error of the Sample Mean
- 115 CFA: 115.020.50.05 Reading 10 - 5. Estimators
- 115 CFA: 115.020.50.06 Reading 10 - 6. Confidence Intervals for the Population Mean
- 115 CFA: 115.020.50.07 Reading 10 - 7. Common Biases in Sampling Methods
- 115 CFA: 115.020.60 Reading 11 - Hypothesis Testing
- 115 CFA: 115.020.60.01 Reading 11 - 1. Introduction
- 115 CFA: 115.020.60.02 Reading 11 - 2. Null Hypothesis and Alternative Hypothesis
- 115 CFA: 115.020.60.03 Reading 11 - 3. Test Statistic and Significance Level
- 115 CFA: 115.020.60.04 Reading 11 - 4. Type I and Type II Errors in Hypothesis Testing
- 115 CFA: 115.020.60.05 Reading 11 - 5. The Power of a Test
- 115 CFA: 115.020.60.06 Reading 11 - 6. The Decision Rule
- 115 CFA: 115.020.60.07 Reading 11 - 7. The Relationship between Confidence Intervals and Tests of Significance
- 115 CFA: 115.020.60.08 Reading 11 - 8. Hypothesis Tests Concerning the Mean T-Test vs. Z-Test
- 115 CFA: 115.020.60.09 Reading 11 - 9. Hypothesis Tests Concerning Differences between Means
- 115 CFA: 115.020.60.10 Reading 11 - 10. Hypothesis Tests Concerning Mean Differences (Paired Comparisons Test)
- 115 CFA: 115.020.60.11 Reading 11 - 11. Hypothesis Tests Concerning a Single Variance
- 115 CFA: 115.020.60.12 Reading 11 - 12. Hypothesis Tests Concerning Differences between Variances
- 115 CFA: 115.020.60.13 Reading 11 - 13. Parametric and Non-Parametric Tests
- 115 CFA: 115.030 CFA - Topic 3 - Economics
- 115 CFA: 115.030.10 Economics - Reading 12 - Topics in Demand and Supply Analysis
- 115 CFA: 115.030.10.01 Economics - Reading 12 - 1. Demand Concepts
- 115 CFA: 115.030.10.02 Economics - Reading 12 - 2. Elasticities of Demand
- 115 CFA: 115.030.10.03 Economics - Reading 12 - 3. Substitution Effect, Income Effect, Normal and Inferior Goods
- 115 CFA: 115.030.10.04 Economics - Reading 12 - 4. Marginal Returns and Productivity
- 115 CFA: 115.030.10.05 Economics - Reading 12 - 5. Economic Cost vs. Accounting Cost
- 115 CFA: 115.030.10.06 Economics - Reading 12 - 6. Marginal Revenue, Marginal Cost, and Profit Maximization
- 115 CFA: 115.030.10.07 Economics - Reading 12 - 7. Breakeven Analysis and Shutdown Decision
- 115 CFA: 115.030.10.08 Economics - Reading 12 - 8. Understanding Economies and Diseconomies of Scale
- 115 CFA: 115.030.20 Economics - Reading 13 - The Firm and Market Structures
- 115 CFA: 115.030.20.01 Economics - Reading 13 - 1. Characteristics of Different Market Structures
- 115 CFA: 115.030.20.02 Economics - Reading 13 - 2. Perfect Competition
- 115 CFA: 115.030.20.03 Economics - Reading 13 - 3. Monopolistic Competition
- 115 CFA: 115.030.20.04 Economics - Reading 13 - 4. Oligopoly
- 115 CFA: 115.030.20.05 Economics - Reading 13 - 5. Monopoly
- 115 CFA: 115.030.20.06 Economics - Reading 13 - 6. Price Discrimination
- 115 CFA: 115.030.20.07 Economics - Reading 13 - 7. Identification of Market Structure
- 115 CFA: 115.030.30 Economics - Reading 14 - Aggregate Output, Prices, and Economic Growth
- 115 CFA: 115.030.30.01 Economics - Reading 14 - 1. Gross Domestic Product
- 115 CFA: 115.030.30.02 Economics - Reading 14 - 2. The Components of GDP and Related Measures
- 115 CFA: 115.030.30.03 Economics - Reading 14 - 3. Aggregate Demand
- 115 CFA: 115.030.30.04 Economics - Reading 14 - 4. Aggregate Supply
- 115 CFA: 115.030.30.05 Economics - Reading 14 - 5. Shifts in Aggregate Demand and Supply
- 115 CFA: 115.030.30.06 Economics - Reading 14 - 6. Equilibrium GDP and Prices
- 115 CFA: 115.030.30.07 Economics - Reading 14 - 7. Economic Growth and Sustainability
- 115 CFA: 115.030.40 Economics - Reading 15 - Understanding Business Cycles
- 115 CFA: 115.030.40.01 Economics - Reading 15 - 1. The Business Cycle and its Phases
- 115 CFA: 115.030.40.02 Economics - Reading 15 - 2. Theories of the Business Cycle
- 115 CFA: 115.030.40.03 Economics - Reading 15 - 3. Unemployment
- 115 CFA: 115.030.40.04 Economics - Reading 15 - 4. Inflation
- 115 CFA: 115.030.40.05 Economics - Reading 15 - 5. Economic Indicators
- 115 CFA: 115.030.50 Economics - Reading 16 - Monetary and Fiscal Policy
- 115 CFA: 115.030.50.01 Economics - Reading 16 - 1. What is Money
- 115 CFA: 115.030.50.02 Economics - Reading 16 - 2. The Demand for and Supply of Money
- 115 CFA: 115.030.50.03 Economics - Reading 16 - 3. The Roles of Central Banks
- 115 CFA: 115.030.50.04 Economics - Reading 16 - 4. The Objectives of Monetary Policy
- 115 CFA: 115.030.50.05 Economics - Reading 16 - 5. Monetary Targeting Rules
- 115 CFA: 115.030.50.06 Economics - Reading 16 - 6. Contractionary and Expansionary Monetary Policies and the Neutral Rate
- 115 CFA: 115.030.50.07 Economics - Reading 16 - 7. Fiscal Policy Roles, Objectives, and Tools
- 115 CFA: 115.030.50.08 Economics - Reading 16 - 8. Active and Discretionary Fiscal Policy
- 115 CFA: 115.030.50.09 Economics - Reading 16 - 9. Interrelationships between Fiscal and Monetary Policy
- 115 CFA: 115.030.60 Economics - Reading 17 - International Trade and Capital Flows
- 115 CFA: 115.030.60.01 Economics - Reading 17 - 1. GDP vs. GNP
- 115 CFA: 115.030.60.02 Economics - Reading 17 - 2. International Trade
- 115 CFA: 115.030.60.03 Economics - Reading 17 - 3. International Trade Restrictions and Agreements
- 115 CFA: 115.030.60.04 Economics - Reading 17 - 4. The Balance of Payments
- 115 CFA: 115.030.60.05 Economics - Reading 17 - 5. Trade Organizations
- 115 CFA: 115.030.70 Economics - Reading 18 - Currency Exchange Rates
- 115 CFA: 115.030.70.01 Economics - Reading 18 - 1. The Foreign Exchange Market
- 115 CFA: 115.030.70.02 Economics - Reading 18 - 2. Exchange Rate Quotations
- 115 CFA: 115.030.70.03 Economics - Reading 18 - 3. Cross-Rate Calculations
- 115 CFA: 115.030.70.04 Economics - Reading 18 - 4. Forward Calculations
- 115 CFA: 115.030.70.05 Economics - Reading 18 - 5. Exchange Rate Regimes
- 115 CFA: 115.030.70.06 Economics - Reading 18 - 6. Exchange Rates, International Trade, and Capital Flows
- 115 CFA: 115.040 CFA - Topic 4 - Financial and Reporting Analysis
- 115 CFA: 115.040.01 Financial Analysis - Reading 19. Introduction to Financial Statement Analysis
- 115 CFA: 115.040.01.01 Financial Analysis - Reading 19 - 1. The Roles of Financial Reporting and Financial Statement Analysis
- 115 CFA: 115.040.01.02 Financial Analysis - Reading 19 - 2. Major Financial Statements
- 115 CFA: 115.040.01.03 Financial Analysis - Reading 19 - 3. Other Financial Information Sources
- 115 CFA: 115.040.01.04 Financial Analysis - Reading 19 - 4. Auditor's Reports
- 115 CFA: 115.040.01.05 Financial Analysis - Reading 19 - 5. Financial Statement Analysis Framework
- 115 CFA: 115.040.02 Financial Analysis - Reading 20. Financial Reporting Standards
- 115 CFA: 115.040.02.01 Financial Analysis - Reading 20 - 1. The Objective of Financial Reporting
- 115 CFA: 115.040.02.02 Financial Analysis - Reading 20 - 2. Financial Reporting Standard-Setting Bodies and Regulatory Authorities
- 115 CFA: 115.040.02.03 Financial Analysis - Reading 20 - 3. The International Financial Reporting Standards Framework
- 115 CFA: 115.040.02.04 Financial Analysis - Reading 20 - 4. General Requirements for Financial Statements
- 115 CFA: 115.040.02.05 Financial Analysis - Reading 20 - 5. Comparison of IFRS with Alternative Reporting Systems
- 115 CFA: 115.040.02.06 Financial Analysis - Reading 20 - 6. Effective Financial Reporting
- 115 CFA: 115.040.02.07 Financial Analysis - Reading 20- 7. Monitoring Developments in Financial Reporting Standards
- 115 CFA: 115.040.03 Financial Analysis - Reading 21. Understanding Income Statements
- 115 CFA: 115.040.03.01 Financial Analysis - Reading 21 - 1. Components and Format of the Income Statement
- 115 CFA: 115.040.03.02 Financial Analysis - Reading 21 - 2. Revenue Recognition
- 115 CFA: 115.040.03.03 Financial Analysis - Reading 21 - 3. Revenue Recognition in Special Cases
- 115 CFA: 115.040.03.04 Financial Analysis - Reading 21 - 4. Revenue Recognition Accounting Standards Issued May 2014
- 115 CFA: 115.040.03.05 Financial Analysis - Reading 21 - 5. Expense Recognition
- 115 CFA: 115.040.03.06 Financial Analysis - Reading 21 - 6. Non-Recurring Items and Non-Operating Items
- 115 CFA: 115.040.03.07 Financial Analysis - Reading 21 - 7. Earnings per Share
- 115 CFA: 115.040.03.08 Financial Analysis - Reading 21 - 8. Analysis of the Income Statement
- 115 CFA: 115.040.03.09 Financial Analysis - Reading 21 - 9. Comprehensive Income
- 115 CFA: 115.040.04 Financial Analysis - Reading 22. Understanding Balance Sheets
- 115 CFA: 115.040.04.01 Financial Analysis - Reading 22 - 1. Components and Format of the Balance Sheet
- 115 CFA: 115.040.04.02 Financial Analysis - Reading 22 - 2. Measurement Bases of Assets and Liabilities
- 115 CFA: 115.040.04.03 Financial Analysis - Reading 22 - 3. Financial Instruments Financial Assets and Financial Liabilities
- 115 CFA: 115.040.04.04 Financial Analysis - Reading 22 - 4. Equity
- 115 CFA: 115.040.04.05 Financial Analysis - Reading 22 - 5. Uses and Analysis of the Balance Sheet
- 115 CFA: 115.040.05 Financial Analysis - Reading 23. Understanding Cash Flow Statements
- 115 CFA: 115.040.05.01 Financial Analysis - Reading 23 - 1. Classification of Cash Flows and Non-Cash Activities
- 115 CFA: 115.040.05.02 Financial Analysis - Reading 23 - 2. Preparing the Cash Flow Statement
- 115 CFA: 115.040.05.03 Financial Analysis - Reading 23 - 3. Cash Flow Statement Analysis
- 115 CFA: 115.040.06 Financial Analysis - Reading 24. Financial Analysis Techniques
- 115 CFA: 115.040.06.01 Financial Analysis - Reading 24 - 1. Analysis Tools and Techniques
- 115 CFA: 115.040.06.02 Financial Analysis - Reading 24 - 2. Common Ratios
- 115 CFA: 115.040.06.03 Financial Analysis - Reading 24 - 3. The DuPont System
- 115 CFA: 115.040.06.04 Financial Analysis - Reading 24 - 4. Ratios Used in Equity Analysis, Credit Analysis, and Segment Analysis
- 115 CFA: 115.040.06.05 Financial Analysis - Reading 24 - 5. Model Building and Forecasting
- 115 CFA: 115.040.07 Financial Analysis - Reading 25. Inventories
- 115 CFA: 115.040.07.01 Financial Analysis - Reading 25 - 1. Cost of Inventories
- 115 CFA: 115.040.07.02 Financial Analysis - Reading 25 - 2. Inventory Valuation Methods
- 115 CFA: 115.040.07.03 Financial Analysis - Reading 25 - 3. Periodic versus Perpetual Inventory System
- 115 CFA: 115.040.07.04 Financial Analysis - Reading 25 - 4. The LIFO Method
- 115 CFA: 115.040.07.05 Financial Analysis - Reading 25 - 5. Measurement of Inventory Value
- 115 CFA: 115.040.07.06 Financial Analysis - Reading 25 - 6. Financial Analysis of Inventories
- 115 CFA: 115.040.08 Financial Analysis - Reading 26. Long-lived Assets
- 115 CFA: 115.040.08.01 - Financial Analysis - Reading 26 - 1. Capitalizing versus Expensing
- 115 CFA: 115.040.08.02 - Financial Analysis - Reading 26 - 2. Intangible Assets
- 115 CFA: 115.040.08.03 - Financial Analysis - Reading 26 - 3. Depreciation Methods
- 115 CFA: 115.040.08.04 - Financial Analysis - Reading 26 - 4. The Revaluation Model
- 115 CFA: 115.040.08.05 - Financial Analysis - Reading 26 - 5. Impairment of Assets
- 115 CFA: 115.040.08.06 - Financial Analysis - Reading 26 - 6. Derecognition
- 115 CFA: 115.040.08.07 - Financial Analysis - Reading 26 - 7. Presentation and Disclosures
- 115 CFA: 115.040.08.08 - Financial Analysis - Reading 26 - 8. Investment Property
- 115 CFA: 115.040.08.09 - Financial Analysis - Reading 26 - 9. Leasing
- 115 CFA: 115.040.09 Financial Analysis - Reading 27. Income Taxes
- 115 CFA: 115.040.09.01 Financial Analysis - Reading 27 - 1. Key Terms
- 115 CFA: 115.040.09.02 Financial Analysis - Reading 27 - 2. Deferred Tax Assets and Liabilities
- 115 CFA: 115.040.09.03 Financial Analysis - Reading 27 - 3. Determining the Tax Base of Assets and Liabilities
- 115 CFA: 115.040.09.04 Financial Analysis - Reading 27 - 4. Temporary versus Permanent Differences
- 115 CFA: 115.040.09.05 Financial Analysis - Reading 27 - 5. Recognition and Measurement of Current and Deferred Tax
- 115 CFA: 115.040.09.06 Financial Analysis - Reading 27 - 6. Presentation and Disclosure
- 115 CFA: 115.040.09.07 Financial Analysis - Reading 27 - 7. Comparison of IFRS and U.S. GAAP
- 115 CFA: 115.040.10 Financial Analysis - Reading 28. Non-current (Long-term) Liabilities
- 115 CFA: 115.040.10.01 Financial Analysis - Reading 28 - 1. Accounting for Bond Issuance, Bond Amortization, Interest Expense, and Interest Payments
- 115 CFA: 115.040.10.02 Financial Analysis - Reading 28 - 2. Current Market Rates and Fair Value Reporting Option
- 115 CFA: 115.040.10.03 Financial Analysis - Reading 28 - 3. Derecognition of Debt
- 115 CFA: 115.040.10.04 Financial Analysis - Reading 28 - 4. Debt Covenants
- 115 CFA: 115.040.10.05 Financial Analysis - Reading 28 - 5. Presentation and Disclosure of Long-Term Debt
- 115 CFA: 115.040.10.06 Financial Analysis - Reading 28 - 6. Advantages of Leasing
- 115 CFA: 115.040.10.07 Financial Analysis - Reading 28 - 7. Lease Classification
- 115 CFA: 115.040.10.08 Financial Analysis - Reading 28 - 8. Accounting and Reporting by the Lessee
- 115 CFA: 115.040.10.09 Financial Analysis - Reading 28 - 9. Accounting and Reporting by the Lessor
- 115 CFA: 115.040.10.10 Financial Analysis - Reading 28 - 10. Defined Contribution and Defined Benefit Pension Plans
- 115 CFA: 115.040.10.11 Financial Analysis - Reading 28 - 11. Leverage and Coverage Ratios
- 115 CFA: 115.040.11 Financial Analysis - Reading 29. Financial Reporting Quality
- 115 CFA: 115.040.11.01 Financial Analysis - Reading 29 - 1. Reporting Quality and Results Quality
- 115 CFA: 115.040.11.02 Financial Analysis - Reading 29 - 2. Quality Spectrum of Financial Reports
- 115 CFA: 115.040.11.03 Financial Analysis - Reading 29 - 3. Context for Assessing Financial Reporting Quality
- 115 CFA: 115.040.11.04 Financial Analysis - Reading 29 - 4. Detection of Financial Reporting Quality Issues
- 115 CFA: 115.040.12 Financial Analysis - Reading 30 - Financial Statement Analysis
- 115 CFA: 115.040.12.01 Financial Analysis - Reading 30 - 1. Evaluating Past Financial Performance
- 115 CFA: 115.040.12.02 Financial Analysis - Reading 30 - 2. Projecting Future Financial Performance
- 115 CFA: 115.040.12.03 Financial Analysis - Reading 30 - 3. Assessing Credit Risk
- 115 CFA: 115.040.12.04 Financial Analysis - Reading 30 - 4. Screening for Potential Equity Investments
- 115 CFA: 115.040.12.05 Financial Analysis - Reading 30 - 5. Analyst Adjustments to Reported Financials
- 115 CFA: 115.050 Topic 5 - Corporate Finance
- 115 CFA: 115.050.01 Corporate Finance - Reading 31 - Introduction to Corporate Governance and Other ESG Considerations
- 115 CFA: 115.050.01.01 Corporate Finance - Reading 31 - 1. Corporate Governance Overview
- 115 CFA: 115.050.01.02 Corporate Finance - Reading 31 - 2. Company Stakeholders
- 115 CFA: 115.050.01.03 Corporate Finance - Reading 31 - 3. Principal-Agent and Other Relationships in Corporate Governance
- 115 CFA: 115.050.01.04 Corporate Finance - Reading 31 - 4. Stakeholder Management
- 115 CFA: 115.050.01.05 Corporate Finance - Reading 31 - 5. Board of Directors and Committees
- 115 CFA: 115.050.01.06 Corporate Finance - Reading 31 - 6. Factors Affecting Stakeholder Relationships and Corporate Governance
- 115 CFA: 115.050.01.07 Corporate Finance - Reading 31 - 7. Corporate Governance and Stakeholder Management Risks and Benefits
- 115 CFA: 115.050.01.08 Corporate Finance - Reading 31 - 8. Analyst Considerations in Corporate Governance and Stakeholder Management
- 115 CFA: 115.050.01.09 Corporate Finance - Reading 31 - 9. ESG Considerations for Investors
- 115 CFA: 115.050.02 Corporate Finance - Reading 32 - Capital Budgeting
- 115 CFA: 115.050.02.01 Corporate Finance - Reading 32 - 1. Capital Budgeting Introduction
- 115 CFA: 115.050.02.02 Corporate Finance - Reading 32 - 2. Basic Principles of Capital Budgeting
- 115 CFA: 115.050.02.03 Corporate Finance - Reading 32 - 3. Investment Decision Criteria
- 115 CFA: 115.050.02.04 Corporate Finance - Reading 32 - 4. NPV Profiles
- 115 CFA: 115.050.02.05 Corporate Finance - Reading 32 - 5. Comparison of the NPV and IRR Methods
- 115 CFA: 115.050.02.06 Corporate Finance - Reading 32 - 6. Popularity and Usage of the Capital Budgeting Method
- 115 CFA: 115.050.03 Corporate Finance - Reading 33 - Cost of Capital
- 115 CFA: 115.050.03.01 Corporate Finance - Reading 33 - 1. Cost of Capital
- 115 CFA: 115.050.03.02 Corporate Finance - Reading 33 - 2. Cost of Debt and Preferred Stock
- 115 CFA: 115.050.03.03 Corporate Finance - Reading 33 - 3. Cost of Common Equity
- 115 CFA: 115.050.03.04 Corporate Finance - Reading 33 - 4. Estimating Beta and Determining a Project Beta
- 115 CFA: 115.050.03.05 Corporate Finance - Reading 33 - 5. Country Risk
- 115 CFA: 115.050.03.06 Corporate Finance - Reading 33 - 6. Marginal Cost of Capital Structure
- 115 CFA: 115.050.03.07 Corporate Finance - Reading 33 - 7. Flotation Costs
- 115 CFA: 115.050.04 Corporate Finance - Reading 34 - Measures of Leverage
- 115 CFA: 115.050.04.01 Corporate Finance - Reading 34 - 1. Business Risk and Operating Leverage
- 115 CFA: 115.050.04.02 Corporate Finance - Reading 34 - 2. Financial Risk and Financial Leverage
- 115 CFA: 115.050.04.03 Corporate Finance - Reading 34 - 3. Total Leverage and Breakeven Points
- 115 CFA: 115.050.04.04 Corporate Finance - Reading 34 - 4. The Risks of Creditors and Owners
- 115 CFA: 115.050.05 Corporate Finance - Reading 35 - Working Capital Management
- 115 CFA: 115.050.05.01 Corporate Finance - Reading 35 - 1. Managing and Measuring Liquidity
- 115 CFA: 115.050.05.02 Corporate Finance - Reading 35 - 2. Managing the Cash Position
- 115 CFA: 115.050.05.03 Corporate Finance - Reading 35 - 3. Investing Short-Term Funds
- 115 CFA: 115.050.05.04 Corporate Finance - Reading 35 - 4. Evaluating Accounts Receivable, Inventory and Accounts Payable Management
- 115 CFA: 115.050.05.05 Corporate Finance - Reading 35 - 5. Managing Short-Term Financing
- 115 CFA: 115.060 Topic 6 - Equity Investments
- 115 CFA: 115.060.01 Equity Investments - Reading 36 - Market Organization and Structure
- 115 CFA: 115.060.01.01 Equity Investments - Reading 36 - 1. The Functions of the Financial System
- 115 CFA: 115.060.01.02 Equity Investments - Reading 36 - 2. Assets and Contracts
- 115 CFA: 115.060.01.03 Equity Investments - Reading 36 - 3. Financial Intermediaries
- 115 CFA: 115.060.01.04 Equity Investments - Reading 36 - 4. Positions
- 115 CFA: 115.060.01.05 Equity Investments - Reading 36 - 5. Orders
- 115 CFA: 115.060.01.06 Equity Investments - Reading 36 - 6. Primary Security Markets
- 115 CFA: 115.060.01.07 Equity Investments - Reading 36 - 7. Secondary Security Market and Contract Market Structures
- 115 CFA: 115.060.01.08 Equity Investments - Reading 36 - 8. Well-Functioning Financial Systems
- 115 CFA: 115.060.01.09 Equity Investments - Reading 36 - 9. Market Regulation
- 115 CFA: 115.060.02 Equity Investments - Reading 37 - Security Market Indices
- 115 CFA: 115.060.02.01 Equity Investments - Reading 37 - 1. Index Definition and Calculations of Value and Returns
- 115 CFA: 115.060.02.02 Equity Investments - Reading 37 - 2. Index Construction and Management
- 115 CFA: 115.060.02.03 Equity Investments - Reading 37 - 3. Uses of Market Indices
- 115 CFA: 115.060.02.04 Equity Investments - Reading 37 - 4. Different Types of Security Market Indices
- 115 CFA: 115.060.03 Equity Investments - Reading 38 - Market Efficiency
- 115 CFA: 115.060.03.01 Equity Investments - Reading 38 - 1. The Concept of Market Efficiency
- 115 CFA: 115.060.03.02 Equity Investments - Reading 38 - 2. Forms of Market Efficiency
- 115 CFA: 115.060.03.03 Equity Investments - Reading 38 - 3. Market Pricing Anomalies
- 115 CFA: 115.060.03.04 Equity Investments - Reading 38 - 4. Behavioral Finance
- 115 CFA: 115.060.04 Equity Investments - Reading 39 - Overview of Equity Securities
- 115 CFA: 115.060.04.01 Equity Investments - Reading 39 - 1. Equity Securities in Global Financial Markets
- 115 CFA: 115.060.04.02 Equity Investments - Reading 39 - 2. Types and Characteristics of Equity Securities
- 115 CFA: 115.060.04.03 Equity Investments - Reading 39 - 3. Private versus Public Equity Securities
- 115 CFA: 115.060.04.04 Equity Investments - Reading 39 - 4. Investing in Non-Domestic Equity Securities
- 115 CFA: 115.060.04.05 Equity Investments - Reading 39 - 5. Risk and Return Characteristics of Equity Securities
- 115 CFA: 115.060.04.06 Equity Investments - Reading 39 - 6. Equity Securities and Company Value
- 115 CFA: 115.060.05 Equity Investments - Reading 40 - Introduction to Industry and Company Analysis
- 115 CFA: 115.060.05.01 Equity Investments - Reading 40 - 1. Uses of Industry Analysis
- 115 CFA: 115.060.05.02 Equity Investments - Reading 40 - 2. Approaches to Identifying Similar Companies
- 115 CFA: 115.060.05.03 Equity Investments - Reading 40 - 3. Industry Classification Systems
- 115 CFA: 115.060.05.04 Equity Investments - Reading 40 - 4. Principles of Strategic Analysis
- 115 CFA: 115.060.05.05 Equity Investments - Reading 40 - 5. External Influences on Industry Growth, Profitability, and Risk
- 115 CFA: 115.060.05.06 Equity Investments - Reading 40 - 6. Company Analysis
- 115 CFA: 115.060.06 Equity Investments - Reading 41 - Equity Valuation Concepts and Basic Tools
- 115 CFA: 115.060.06.01 Equity Investments - Reading 41 - 1. Estimated Value and Market Price
- 115 CFA: 115.060.06.02 Equity Investments - Reading 41 - 2. Present Value Models The Dividend Discount Model
- 115 CFA: 115.060.06.03 Equity Investments - Reading 41 - 3. Preferred Stock Valuation
- 115 CFA: 115.060.06.04 Equity Investments - Reading 41 - 4. Multiplier Models
- 115 CFA: 115.060.06.05 Equity Investments - Reading 41 - 5. Enterprise Value
- 115 CFA: 115.060.06.06 Equity Investments - Reading 41 - 6. Asset-Based Valuation
- 115 CFA: 115.070 Topic 7 - Fixed Income
- 115 CFA: 115.070.01 Fixed Income - Reading 42 - Fixed-Income Securities Defining Elements
- 115 CFA: 115.070.01.01 Fixed Income - Reading 42 - 1. Basic Features of a Fixed-Income Security
- 115 CFA: 115.070.01.02 Fixed Income - Reading 42 - 2. Bond Indenture
- 115 CFA: 115.070.01.03 Fixed Income - Reading 42 - 3. Legal, Regulatory and Tax Considerations
- 115 CFA: 115.070.01.04 Fixed Income - Reading 42 - 4. Structure of a Bond's Cash Flows
- 115 CFA: 115.070.01.05 Fixed Income - Reading 42 - 5. Bonds with Contingency Provisions
- 115 CFA: 115.070.02 Fixed Income - Reading 43 - Fixed-Income Markets Issuance Trading and Funding
- 115 CFA: 115.070.02.01 Fixed Income - Reading 43 - 1. Classification of Fixed-Income Markets
- 115 CFA: 115.070.02.02 Fixed Income - Reading 43 - 2. Primary and Secondary Bond Markets
- 115 CFA: 115.070.02.03 Fixed Income - Reading 43 - 3. Sovereign Bonds, Non-Sovereign Bonds, Quasi-Government Bonds, and Supranational Bonds
- 115 CFA: 115.070.02.04 Fixed Income - Reading 43 - 4. Corporate Debt
- 115 CFA: 115.070.02.05 Fixed Income - Reading 43 - 5. Short-Term Funding Alternatives Available to Banks
- 115 CFA: 115.070.03 Fixed Income - Reading 44 - Introduction to Fixed-Income Valuation
- 115 CFA: 115.070.03.01 Fixed Income - Reading 44 - 1. Bond Prices and the Time Value of Money
- 115 CFA: 115.070.03.02 Fixed Income - Reading 44 - 2. Relationships between Bond Price and Bond Characteristics
- 115 CFA: 115.070.03.03 Fixed Income - Reading 44 - 3. Flat Price, Accrued Interest, and the Full Price
- 115 CFA: 115.070.03.04 Fixed Income - Reading 44 - 4. Matrix Pricing
- 115 CFA: 115.070.03.05 Fixed Income - Reading 44 - 5. Yield Measures for Fixed-Rate Bonds
- 115 CFA: 115.070.03.06 Fixed Income - Reading 44 - 6. Yield Measures for Floating-Rate Notes and Money Market Instruments
- 115 CFA: 115.070.03.07 Fixed Income - Reading 44 - 7. The Maturity Structure of Interest Rates
- 115 CFA: 115.070.03.08 Fixed Income - Reading 44 - 8. Yield Spreads
- 115 CFA: 115.070.04 Fixed Income - Reading 45 - Introduction to Asset-Backed Securities
- 115 CFA: 115.070.04.01 Fixed Income - Reading 45 - 1. Benefits of Securitization for Economies and Financial Markets
- 115 CFA: 115.070.04.02 Fixed Income - Reading 45 - 2. The Securitization Process
- 115 CFA: 115.070.04.03 Fixed Income - Reading 45 - 3. Residential Mortgage Loans
- 115 CFA: 115.070.04.04 Fixed Income - Reading 45 - 4. Mortgage Pass-Through Securities
- 115 CFA: 115.070.04.05 Fixed Income - Reading 45 - 5. Collateralized Mortgage Obligations
- 115 CFA: 115.070.04.06 Fixed Income - Reading 45 - 6. Commercial Mortgage-Backed Securities
- 115 CFA: 115.070.04.07 Fixed Income - Reading 45 - 7. Non-Mortgage Asset-Backed Securities
- 115 CFA: 115.070.04.08 Fixed Income - Reading 45 - 8. Collateralized Debt Obligations
- 115 CFA: 115.070.05 Fixed Income - Reading 46 - Understanding Fixed-Income Risk and Return
- 115 CFA: 115.070.05.01 Fixed Income - Reading 46 - 1. Sources of Return
- 115 CFA: 115.070.05.02 Fixed Income - Reading 46 - 2. Macaulay, Modified and Effective Durations
- 115 CFA: 115.070.05.03 Fixed Income - Reading 46 - 3. Properties of Bond Duration
- 115 CFA: 115.070.05.04 Fixed Income - Reading 46 - 4. Bond Portfolio Duration
- 115 CFA: 115.070.05.05 Fixed Income - Reading 46 - 5. Money Duration of a Bond and the Price Value of a Basis Point
- 115 CFA: 115.070.05.06 Fixed Income - Reading 46 -6. Bond Convexity
- 115 CFA: 115.070.05.07 Fixed Income - Reading 46 - 7. Interest Rate Risk and the Investment Horizon
- 115 CFA: 115.070.05.08 Fixed Income - Reading 46 - 8. Credit and Liquidity Risk
- 115 CFA: 115.070.06 Fixed Income - Reading 47 - Fundamentals of Credit Analysis
- 115 CFA: 115.070.06.01 Fixed Income - Reading 47 - 1. Credit Risk
- 115 CFA: 115.070.06.02 Fixed Income - Reading 47 - 2. Seniority Ranking and Priority of Claims
- 115 CFA: 115.070.06.03 Fixed Income - Reading 47 - 3. Credit Ratings
- 115 CFA: 115.070.06.04 Fixed Income - Reading 47 - 4. Credit Analysis
- 115 CFA: 115.070.06.05 Fixed Income - Reading 47 - 5. Credit Risk vs. Return Yields and Spreads
- 115 CFA: 115.070.06.06 Fixed Income - Reading 47 - 6. Special Considerations of High-Yield, Sovereign, and Municipal Analysis
- 115 CFA: 115.080 Topic 8 - Derivatives
- 115 CFA: 115.080.01 Derivatives - Reading 48 - Derivative Markets and Instruments
- 115 CFA: 115.080.01.01 Derivatives - Reading 48 - 1. Introduction
- 115 CFA: 115.080.01.02 Derivatives - Reading 48 - 2. Exchange-Traded versus Over-the-Counter Derivatives
- 115 CFA: 115.080.01.03 Derivatives - Reading 48 - 3. Forward Commitments
- 115 CFA: 115.080.01.04 Derivatives - Reading 48 - 4. Contingent Claims
- 115 CFA: 115.080.01.05 Derivatives - Reading 48 - 5. Purposes and Criticisms of Derivative Markets
- 115 CFA: 115.080.01.06 Derivatives - Reading 48 - 6. Arbitrage
- 115 CFA: 115.080.02 Derivatives - Reading 49 - Basics of Derivative Pricing and Valuation
- 115 CFA: 115.080.02.01 - Reading 49 - 1. The Principle of Arbitrage
- 115 CFA: 115.080.02.02 - Reading 49 - 2. The Concept of Pricing vs. Valuation
- 115 CFA: 115.080.02.03 - Reading 49 - 3. Pricing and Valuation of Forward Contracts
- 115 CFA: 115.080.02.04 - Reading 49 - 4. Forward Rate Agreements
- 115 CFA: 115.080.02.05 - Reading 49 - 5. Why do Forward and Futures Prices Differ
- 115 CFA: 115.080.02.06 - Reading 49 - 6. Pricing and Valuation of Swap Contracts
- 115 CFA: 115.080.02.07 - Reading 49 - 7. The Value of a European Option at Expiration
- 115 CFA: 115.080.02.08 - Reading 49 - 8. Factors that Affect the Value of an Option
- 115 CFA: 115.080.02.09 - Reading 49 - 9. Put-Call Parity
- 115 CFA: 115.080.02.10 - Reading 49 - 10. Put-Call-Forward Parity
- 115 CFA: 115.080.02.11 - Reading 49 - 11. Binomial Valuation of Options
- 115 CFA: 115.080.02.12 - Reading 49 - 12. American Option Pricing
- 115 CFA: 115.090 Topic 9 - Alternative Investments
- 115 CFA: 115.090.01 Alternative Investments - Reading 50 - Introduction to Alternative Investments
- 115 CFA: 115.090.01.01 Alternative Investments - Reading 50 - 1. Alternative investments
- 115 CFA: 115.090.01.02 Alternative Investments - Reading 50 - 2. Hedge funds
- 115 CFA: 115.090.01.03 Alternative Investments - Reading 50 - 3. Private equity
- 115 CFA: 115.090.01.04 Alternative Investments - Reading 50 - 4. Real estate
- 115 CFA: 115.090.01.05 Alternative Investments - Reading 50 - 5. Commodities and other altenative investments
- 115 CFA: 115.090.01.06 Alternative Investments - Reading 50 - 6. Risk management overview
- 115 CFA: 115.100 Topic 10 - Portfolio Management
- 115 CFA: 115.100.01 Portfolio Management - Reading 51 - Portfolio Management An Overview
- 115 CFA: 115.100.01.01 Portfolio Management - Reading 51 - 1. A Portfolio Perspective on Investing
- 115 CFA: 115.100.01.02 Portfolio Management - Reading 51 - 2. Investment Clients
- 115 CFA: 115.100.01.03 Portfolio Management - Reading 51 - 3. Steps in the Portfolio Management Process
- 115 CFA: 115.100.01.04 Portfolio Management - Reading 51 - 4. Pooled Investments
- 115 CFA: 115.100.02 Portfolio Management - Reading 52 - Portfolio Risk and Return Part I
- 115 CFA: 115.100.02.01 Portfolio Management - Reading 52 - 1. Major Return Measures
- 115 CFA: 115.100.02.02 Portfolio Management - Reading 52 - 2. Variance and Covariance of Returns
- 115 CFA: 115.100.02.03 Portfolio Management - Reading 52 - 3. Historical Return and Risk
- 115 CFA: 115.100.02.04 Portfolio Management - Reading 52 - 4. Risk Aversion and Portfolio Selection
- 115 CFA: 115.100.02.05 Portfolio Management - Reading 52 - 5. Portfolio Risk
- 115 CFA: 115.100.02.06 Portfolio Management - Reading 52 - 6. Efficient Frontier
- 115 CFA: 115.100.02.07 Portfolio Management - Reading 52 - 7. Optimal Portfolio
- 115 CFA: 115.100.03 Portfolio Management - Reading 53 - Portfolio Risk and Return Part II
- 115 CFA: 115.100.03.01 Portfolio Management - Reading 53 - 1. Capital Market Theory
- 115 CFA: 115.100.03.02 Portfolio Management - Reading 53 - 2. Pricing of Risk and Computation of Expected Return
- 115 CFA: 115.100.03.03 Portfolio Management - Reading 53 - 3. The Capital Asset Pricing Model
- 115 CFA: 115.100.03.04 Portfolio Management - Reading 53 - 4. Applications of the CAPM
- 115 CFA: 115.100.04 Portfolio Management - Reading 54 - Basics of Portfolio Planning and Construction
- 115 CFA: 115.100.04.01 Portfolio Management - Reading 54 - 1. The Investment Policy Statement and its Major Components
- 115 CFA: 115.100.04.02 Portfolio Management - Reading 54 - 2. Investment Risk and Return Objectives, and Risk Tolerance
- 115 CFA: 115.100.04.03 Portfolio Management - Reading 54 - 3. Investment Constraints
- 115 CFA: 115.100.04.04 Portfolio Management - Reading 54 - 4. Portfolio Construction
- 115 CFA: 115.100.05 Portfolio Management - Reading 55 - An Introduction to Risk Management
- 115 CFA: 115.100.05.01 Portfolio Management - Reading 55 - 1. The Risk Management Process
- 115 CFA: 115.100.05.02 Portfolio Management - Reading 55 - 2. Risk Governance
- 115 CFA: 115.100.05.03 Portfolio Management - Reading 55 - 3. Identification of Risks
- 115 CFA: 115.100.05.04 Portfolio Management - Reading 55 - 4. Measuring and Modifying Risks
- 115 CFA: 115.100.06 Portfolio Management - Reading 56 - Technical Analysis
- 115 CFA: 115.100.06.01 Portfolio Management - Reading 56 - 1. Definition and Scope
- 115 CFA: 115.100.06.02 Portfolio Management - Reading 56 - 2. Charts
- 115 CFA: 115.100.06.03 Portfolio Management - Reading 56 - 3. Trend
- 115 CFA: 115.100.06.04 Portfolio Management - Reading 56 - 4. Chart Patterns
- 115 CFA: 115.100.06.05 Portfolio Management - Reading 56 - 5. Technical Indicators
- 115 CFA: 115.100.06.06 Portfolio Management - Reading 56 - 6. Cycles
- 115 CFA: 115.100.06.07 Portfolio Management - Reading 56 - 7. Elliott Wave Theory
- 115 CFA: 115.100.06.08 Portfolio Management - Reading 56 - 8. Intermarket Analysis
- 115 CFA: 115.100.07 Portfolio Management - Reading 57 - Fintech in Investment Management
- 115 CFA: 115.100.07.01 Portfolio Management - Reading 57 - 1. Fintech fundamentals
- 115 CFA: 115.100.07.02 Portfolio Management - Reading 57 - 2. Fintech applications to investment management
- 115 CFA: 115.100.07.03 Portfolio Management - Reading 57 - 3. Financial applications of distributed ledger technology
- 115 CFA: 115.150 BA II Plus Calculator config
- 116 Life Lessons: 116 Life Lessons
- 116 Life Lessons: 116.002 Life Lessons - I set the pace
- 116 Life Lessons: 116.003 Life Lessons - Negotiate from a position of optionality
- 116 Life Lessons: 116.004 Life Lessons - I don't become something I'm not already
- 116 Life Lessons: 116.005 Life Lessons - Expectations can cause bad emotions
- 116 Life Lessons: 116.006 Life Lessons - Personality is set. Build confidence
- 116 Life Lessons: 116.007 Life Lessons - A man who procrastinates in his choosing
- 116 Life Lessons: 116.008 Life Lessons - Sit. Be Quiet. Answers will appear.
- 116 Life Lessons: 116.009 Life Lessons - The biggest cause of serious error
- 116 Life Lessons: 116.010 Life Lessons - One minute of planning is worth ten minutes of doing
- 116 Life Lessons: 116.011 Life Lessons - Be different. Set yourself apart
- 116 Life Lessons: 116.012 Life Lessons - Beware the plateau of proficiency
- 116 Life Lessons: 116.013 Life Lessons - Doing things in advance
- 116 Life Lessons: 116.014 Life Lessons - Don't be shortsighted when it comes to delegation of tasks
- 116 Life Lessons: 116.015 Life Lessons - Don't wait for anybody. Just do your thing. They will understand.
- 116 Life Lessons: 116.016 Life Lessons - Eddie's criteria for hiring
- 116 Life Lessons: 116.017 Life Lessons - Elon Musk on learning
- 116 Life Lessons: 116.018 Life Lessons - Elon Musk on personal productivity
- 116 Life Lessons: 116.019 Life Lessons - FOCUS on what is most important right now
- 116 Life Lessons: 116.021 Life Lessons - Finish what you start
- 116 Life Lessons: 116.021 Life Lessons - If you're not growing you're dying
- 116 Life Lessons: 116.022 Life Lessons - It's the task never started that's more tiresome
- 116 Life Lessons: 116.023 Life Lessons - Make other people's decisions easy
- 116 Life Lessons: 116.024 Life Lessons - Passion and drive is the only thing that sets you apart from other entrepreneurs
- 116 Life Lessons: 116.026 Life Lessons - Perfection is the enemy of done
- 116 Life Lessons: 116.027 Life Lessons - Sometimes it's better to backtrack one mile
- 116 Life Lessons: 116.029 Life Lessons - The times in your life when you were most motivated to learn
- 116 Life Lessons: 116.030 Life Lessons - Things only happen the way you expect them to when you know exactly how they will happen
- 116 Life Lessons: 116.031 Life Lessons - Watch read about emulate successful people
- 116 Life Lessons: 116.032 Life Lessons - What do you want out of this life
- 116 Life Lessons: 116.033 Life Lessons - What I do every day matters more than what I do every once in a while
- 116 Life Lessons: 116.034 Life Lessons - When in an argument stay on topic
- 116 Life Lessons: 116.035 Life Lessons - Get personal issues resolved before moving on to business
- 116 Life Lessons: 116.036 Life Lessons - When you're stressed out make a list
- 116 Life Lessons: 116.037 Life Lessons - Writing is a critical skill for a business person to have
- 116 Life Lessons: 116.038 Life Lessons - You can learn a lot by reading books but you learn more by doing
- 116 Life Lessons: 116.039 Life Lessons - You know what is best for you. Seek advice, then do what feels right
- 116 Life Lessons: 116.040 Life Lessons - You make your life what you want it to be
- 116 Life Lessons: 116.041 Life Lessons - When it counts is BEFORE all hell breaks loose
- 116 Life Lessons: 116.042 Life Lessons - Have a concept of long term goals and dreams
- 116 Life Lessons: 116.043 Life Lessons - Live as if you were already living for the second time
- 116 Life Lessons: 116.044 Life Lessons - The more you change yourself the more you change those around you
- 116 Life Lessons: 116.045 Life Lessons - If you ever have the urge to reply in a mean way
- 116 Life Lessons: 116.046 Life Lessons - Never trust somebody else on a speculative venture without knowing the business model
- 116 Life Lessons: 116.047 Life Lessons - He who best defines the problem usually wins
- 116 Life Lessons: 116.048 Life Lessons - Define the problem clearly then focus on the solution
- 116 Life Lessons: 116.049 Life Lessons - You get what you give
- 116 Life Lessons: 116.050 Life Lessons - What are you afraid of - Failure - Success
- 116 Life Lessons: 116.051 Life Lessons - It's time to stop fucking around
- 116 Life Lessons: 116.052 Life Lessons - Charlie Munger on when to bet big
- 116 Life Lessons: 116.053 Life Lessons - Postpone every subconscious decision
- 116 Life Lessons: 116.054 Life Lessons - Ask for help
- 116 Life Lessons: 116.055 Life Lessons - Quit, don't quit. Noodles, no noodles
- 116 Life Lessons: 116.056 Life Lessons - Control the inputs not the outcomes
- 116 Life Lessons: 116.057 Life Lessons - Who has done this well already
- 116 Life Lessons: 116.058 Life Lessons - If it is important, do it first thing in the morning
- 116 Life Lessons: 116.059 Life Lessons - Make your decisions as expected value calculations
- 116 Life Lessons: 116.067 Life Lessons - Unmet expectations can create a downward spiral
- 116 Life Lessons: 116.068 Life Lessons - A BIG audacious goal makes the impossible possible
- 116 Life Lessons: 116.069 Life Lessons - You can't objectively measure a test unless you set a prediction for it beforehand
- 116 Life Lessons: 116.071 Life Lessons - Secret Sauce - Is this fun for me
- 116 Life Lessons: 116.072 Life Lessons - Simple is better - always
- 116 Life Lessons: 116.074 Life Lessons - If you want decision power be CEO
- 116 Life Lessons: 116.081 Life Lessons - When I put my head into the code I will ignore everything else
- 116 Life Lessons: 116.086 Life Lessons - Don't rewrite important code from scratch
- 116 Life Lessons: 116.095 Life Lessons - The ability to observe without evaluating
- 116 Life Lessons: 116.096 Life Lessons - When emotions override my higher consciousness
- 116 Life Lessons: 116.098 Life Lessons - Distinguish between what I feel and what I think others feel
- 116 Life Lessons: 116.100 Life Lessons - Baseball and your career
- 116 Life Lessons: 116.101 Life Lessons - Expected value for a startup
- 116 Life Lessons: 116.102 Life Lessons - Don't fall off the map
- 116 Life Lessons: 116.103 Life Lessons - Training endurance requires mental toughness
- 116 Life Lessons: 116.104 Life Lessons - Don't stop yet
- 116 Life Lessons: 116.105 Life Lessons - Learn the lesson, forget the pain
- 116 Life Lessons: 116.117 Life Lessons - The price of a mistake goes up tomorrow
- 116 Life Lessons: 116.118 Life Lessons - 3 finger cabinet maker's rule - Security, Quality, Efficiency
- 116 Life Lessons: 116.120 Life Lessons - David Hite on raising teens - Predictability and Confidence
- 116 Life Lessons: 116.121 Life Lessons - Be like Honest Abe and be honest to yourself no matter the cost
- 116 Life Lessons: 116.122 Life Lessons - 100pct is easier than 99pct
- 116 Life Lessons: 116.123 Life Lessons - Workout more days per week than you rest
- 116 Life Lessons: 116.124 Life Lessons - Temperance
- 117 Social Media Marketing: 117 Social Media Marketing
- 117 Social Media Marketing: 117.001 Social Media Marketing - Twitter best practices
- 118 People: 118 People
- 118 People: 118.001 People - Monique - the most important person
- 118 People: 118.002 People - Professor Christopher Ittner - Wharton
- 118 People: 118.003 People - Cal Newport
- 118 People: 118.004 People - Brandon Vogt
- 118 People: 118.005 People - Alex Danco
- 118 People: 118.006 People - Kay Oswald
- 118 People: 118.007 People - Damon Abraham
- 118 People: 118.008 People - Pablo Vidal Arean
- 118 People: 118.009 People - Ranga Krishnan
- 118 People: 118.010 People - Richard Koch
- 118 People: 118.011 People - Paul Graham
- 119 Communication: 119 Communication
- 119 Communication: 119.001 Conflict - Six steps to constructive conflict
- 119 Communication: 119.002 Conflict - More communication means more conflict
- 119 Communication: 119.003 Conflict - Are you there for me
- 119 Communication: 119.004 Conflict - Choose the right time and place for a difficult conversation
- 119 Communication: 119.005 Conflict - How to start difficult conversations
- 119 Communication: 119.006 Conflict - Is this fight about what you think it's about
- 119 Communication: 119.007 Conflict - Know what question you want answered
- 119 Communication: 119.008 Conflict - Paraphrase the other person in order to have an efficient conversation
- 119 Communication: 119.009 Conflict - Acknowledge feelings
- 119 Communication: 119.010 Conflict - The 4 sins of conflict
- 119 Communication: 119.010.01 Conflict - Sins - Admit communication blunders
- 119 Communication: 119.010.02 Conflict - Sins - Sin 1 - Criticism and Defamation
- 119 Communication: 119.010.03 Conflict - Sins - Sin 1 - Avoiding Criticism
- 119 Communication: 119.010.04 Conflict - Sins - Sin 2 - Defensiveness
- 119 Communication: 119.010.05 Conflict - Sins - Sin 2 - Identifying defensiveness
- 119 Communication: 119.010.06 Conflict - Sins - Sin 2 - Avoiding defensiveness
- 119 Communication: 119.010.07 Conflict - Sins - Sin 3 - Stonewalling
- 119 Communication: 119.010.08 Conflict - Sins - Sin 3 - Avoiding stonewalling
- 119 Communication: 119.010.09 Conflict - Sins - Sin 4 - Contempt
- 119 Communication: 119.010.10 Conflict - Sins - Sin 4 - Identifying contempt
- 119 Communication: 119.010.11 Conflict - Sins - Sin 4 - Handling contempt
- 119 Communication: 119.011 Conflict - Safe words
- 119 Communication: 119.012 Conflict - Know when to JUST STOP
- 119 Communication: 119.013 Conflict - What's behind the impasse
- 119 Communication: 119.014 Conflict - Memorialize your agreements
- 119 Communication: 119.015 NVC - How NVC connects to my life mission
- 119 Communication: 119.016 NVC - NVC helps avoid the 4 sins of conflict
- 119 Communication: 119.017 NVC - How to get what I want even when being screamed at
- 119 Communication: 119.018 NVC - It is difficult for me to put a descriptive word to feelings
- 119 Communication: 119.019 NVC - The steps of outbound NVC
- 119 Communication: 119.020 NVC - The steps of inbound NVC
- 119 Communication: 119.021 NVC - NVC in a single sentence
- 119 Communication: 119.022 NVC - Examples of NVC in action
- 119 Communication: 119.023 NVC - Get what you want by helping them get what they want
- 119 Communication: 119.024 NVC - Don't take it personally
- 119 Communication: 119.025 NVC - Nobody else is responsible for my feelings
- 119 Communication: 119.026 NVC - Demands move us farther apart
- 119 Communication: 119.027 NVC - Ask the other person if they're willing to do their part
- 119 Communication: 119.028 NVC - Should and Have To will not be in my vocabulary
- 119 Communication: 119.029 NVC - Avoid criticizing by separating observation and evaluation
- 119 Communication: 119.030 NVC - The ability to observe without evaluating is the highest form of intelligence
- 119 Communication: 119.031 NVC - State observations with specific time and context
- 119 Communication: 119.032 NVC - Do not imply judgement
- 119 Communication: 119.033 NVC - Vulnerability opens up conversations
- 119 Communication: 119.034 NVC - A vocabulary of feelings words
- 119 Communication: 119.035 NVC - State your needs
- 119 Communication: 119.036 NVC - I am not responsible for the emotions of other people
- 119 Communication: 119.037 NVC - Follow up feelings with a clear request
- 119 Communication: 119.038 NVC - Every statement is also a request
- 119 Communication: 119.039 NVC - If it is an important request ask the other person to repeat it back
- 119 Communication: 119.040 NVC - If not sure what another person is requesting just ask them
- 119 Communication: 119.041 NVC - Most other people are not good communicators
- 119 Communication: 119.042 NVC - Translate people's communication into their needs
- 119 Communication: 119.043 NVC - Intellectual understanding blocks empathy
- 119 Communication: 119.044 NVC - re. Emotional outbursts
- 119 Communication: 119.045 NVC - When paraphrasing be careful with tone of voice
- 119 Communication: 119.046 NVC - Reflecting back is surprisingly effective at creating connection
- 119 Communication: 119.047 NVC - Keep giving empathy
- 119 Communication: 119.048 NVC - Interrupt with empathy
- 119 Communication: 119.049 NVC - The hardest part of communication is staying present for it
- 119 Communication: 119.050 NVC - Am I talking bad about myself - I must have unmet needs
- 119 Communication: 119.051 NVC - Self-forgiveness not self-punishment
- 119 Communication: 119.052 NVC - I choose to ...... because I want .....
- 119 Communication: 119.053 NVC - Escape shame and guilt with open eyes
- 119 Communication: 119.054 NVC - Act out of obligation or duty with open eyes
- 119 Communication: 119.055 NVC - I give up control and agency when I blame others
- 119 Communication: 119.056 NVC - Judging somebody is violence toward them
- 119 Communication: 119.057 NVC - Am I angry - Wake up, your emotions are hijacking your brain
- 119 Communication: 119.058 NVC - Punishing somebody is a terrible way to get what I want
- 119 Communication: 119.059 NVC - When others hear blame they shut down and defend themselves
- 119 Communication: 119.060 NVC - Help others through conflict by helping them understand needs and conflicts
- 119 Communication: 119.061 Effective - Effective communication
- 119 Communication: 119.062 Effective - How to be a good communicator
- 119 Communication: 119.063 Effective - Understand the other person's need
- 119 Communication: 119.064 Effective - Understand my own needs
- 119 Communication: 119.065 Effective - Use emotion as a communication tool
- 119 Communication: 119.065.01 Emotion as a tool - Use feeling words to describe my needs
- 119 Communication: 119.065.02 Emotion as a tool - Interpret the other person's emotions
- 119 Communication: 119.066 Communication - Lincoln used stories to communicate and teach
- 119 Communication: 119.067 Communication - Lincoln's empathy helped him understand
- 119 Communication: 119.068 Communication - Lincoln didn't argue directly, he just delayed
- 119 Communication: 119.069 Communication - Empathy first, feelings second, needs last
- 119 Communication: 119.070 Communication - Persuasive stories are simple and logical
- 119 Communication: 119.071 Communication - It takes two to argue
- 120 Linux: 120 Linux
- 120 Linux: 120.001 Linux - File tricks
- 120 Linux: 120.002 Linux - Screen
- 121 Python: 121 Python
- 121 Python: 121.001 Python - Python virtualenv
- 121 Python: 121.002 Python - Simple HTTP Server
- 122 Product Management: 122 Product Management
- 122 Product Management: 122.01 PM Skillset - Skills and traits of a good PM
- 122 Product Management: 122.01.01 PM Skillset - PM is similar to being an entrepreneur
- 122 Product Management: 122.01.02 PM Skillset - Communication and the ability to influence is key
- 122 Product Management: 122.01.03 PM Skillset - Influence without authority
- 122 Product Management: 122.01.04 PM Skillset - Get Shit Done
- 122 Product Management: 122.01.05 PM Skillset - Product intuition
- 122 Product Management: 122.01.06 PM Skillset - Have a design sense that shows a connection to customer
- 122 Product Management: 122.01.07 PM Skillset - Wireframes
- 122 Product Management: 122.01.08 PM Skillset - Technical ability
- 122 Product Management: 122.01.09 PM Skillset - Thinking qualitatively and quantitatively
- 122 Product Management: 122.01.10 PM Skillset - Prioritization
- 122 Product Management: 122.01.11 PM Skillset - Project Management vs Product Management
- 122 Product Management: 122.01.12 PM Skillset - Communication Skills
- 122 Product Management: 122.02 PM Why - Why product management exists
- 122 Product Management: 122.02.01 PM Why - in two sentences
- 122 Product Management: 122.02.02 PM Why - Not all product discovery will be successful
- 122 Product Management: 122.02.03 PM Why - Successful products require iterations
- 122 Product Management: 122.03 PM Responsibilities - Responsibilities of a PM
- 122 Product Management: 122.03.01 PM Responsibilities - Workflow
- 122 Product Management: 122.03.02 PM Responsibilities - Risks are tackled up front
- 122 Product Management: 122.03.03 PM Responsibilities - Team success and personal failure
- 122 Product Management: 122.03.04 PM Responsibilities - Success relies on the team
- 122 Product Management: 122.03.05 PM Responsibilities - Knowledge of the customer
- 122 Product Management: 122.03.06 PM Responsibilities - Knowledge of the business and market
- 122 Product Management: 122.03.07 PM Responsibilities - Stakeholder relationships
- 122 Product Management: 122.03.08 PM Responsibilities - Fitting into the rest of the company
- 122 Product Management: 122.03.09 PM Responsibilities - Share learnings openly and often
- 122 Product Management: 122.04 PM Communication - Evangelism and communication
- 122 Product Management: 122.04.01 PM Communication - COVID 19 considerations
- 122 Product Management: 122.04.02 PM Communication - PM is primary evangelist for the product
- 122 Product Management: 122.04.03 PM Communication - Startup CEOs big job is product evangelism
- 122 Product Management: 122.04.04 PM Communication - Ten pieces of communication advice from Marty Cagan
- 122 Product Management: 122.04.04.01 Marty Cagan - 1. Use a prototype
- 122 Product Management: 122.04.04.02 Marty Cagan - 2. Show and share the customer pain you're addressing
- 122 Product Management: 122.04.04.03 Marty Cagan - 3. Share the product vision
- 122 Product Management: 122.04.04.04 Marty Cagan - 4. Share the learnings
- 122 Product Management: 122.04.04.05 Marty Cagan - 5. Share credit generously
- 122 Product Management: 122.04.04.06Marty Cagan - 6. Learn how to give a great demo
- 122 Product Management: 122.04.04.07 Marty Cagan - 7. Know what you're talking about
- 122 Product Management: 122.04.04.08 Marty Cagan - 8. Be genuinely excited about your product
- 122 Product Management: 122.04.04.09 Marty Cagan - 9. Learn to show some enthusiasm
- 122 Product Management: 122.04.04.10 Marty Cagan - 10. Spend time with your team and inspire them
- 122 Product Management: 122.05 PM Team - Product team
- 122 Product Management: 122.05.01 PM Team - A startup product team
- 122 Product Management: 122.05.02 PM Team - A typical team
- 122 Product Management: 122.05.03 PM Team - Great products require teamwork
- 122 Product Management: 122.05.04 PM Team - PM is not the boss of anyone
- 122 Product Management: 122.05.05 PM Team - Share physical space if possible
- 122 Product Management: 122.05.06 PM Team - Product designer must be good at creating prototypes
- 122 Product Management: 122.05.07 PM Team - Product designers constantly interface with end users
- 122 Product Management: 122.05.08 PM Team - Product design is table stakes
- 122 Product Management: 122.05.09 PM Team - Five best practices for working with designers from Marty Cagan
- 122 Product Management: 122.05.10 PM Team - Product manager and Product designer are partners in product creation
- 122 Product Management: 122.05.11 PM Team - Engineers build and deliver the product
- 122 Product Management: 122.05.12 PM Team - The PM is directly responsible for Engineer morale
- 122 Product Management: 122.05.14 PM Team - How to structure teams of product teams
- 122 Product Management: 122.05.14.01 PM Team Structure - Teams structure - align with investment strategy
- 122 Product Management: 122.05.14.02 PM Team Structure - Teams structure - minimize dependencies
- 122 Product Management: 122.05.14.03 PM Team Structure - Teams structure - allow product teams to own their product
- 122 Product Management: 122.05.14.04 PM Team Structure - Maximixe team leverage
- 122 Product Management: 122.05.14.05 PM Team Structure - Have a clear long term product vision and strategy
- 122 Product Management: 122.05.14.06 PM Team Structure - Every team needs the minimum talent
- 122 Product Management: 122.05.14.07 PM Team Structure - Teams structure - align with technology architecture
- 122 Product Management: 122.05.14.08 PM Team Structure - Teams structure - align with customer groups
- 122 Product Management: 122.05.14.09 PM Team Structure - Make sure the right talent is on the right team
- 122 Product Management: 122.06 PM Upper Management - Upper management responsibilities
- 122 Product Management: 122.06.01 PM Upper Management - Upper management should provide clarity of vision and strategy
- 122 Product Management: 122.06.02 PM Upper Management - Lack of product vision and strategy is a common problem
- 122 Product Management: 122.06.03 PM Upper Management - Product vision is a persuasive piece
- 122 Product Management: 122.07 PM Discovery Process - Product discovery process
- 122 Product Management: 122.07.01 PM Discovery Process - Nobody can tell us what needs to be built
- 122 Product Management: 122.07.02 PM Discovery Process - Product discovery is a collaborative process
- 122 Product Management: 122.07.03 PM Discovery Process - What is product discovery
- 122 Product Management: 122.07.04 PM Discovery Process - Product discovery requires iteration
- 122 Product Management: 122.07.05 PM Discovery Process - VUFB - The four critical risks
- 122 Product Management: 122.07.06 PM Discovery Process - PPSS - Universal questions during product discovery
- 122 Product Management: 122.07.07 PM Discovery Process - Risk 1 Value risk - Demand risk
- 122 Product Management: 122.07.08 PM Discovery Process - Risk 1 Value risk is the hardest and most important
- 122 Product Management: 122.07.09 PM Discovery Process - Risk 4 Business viability sub-components
- 122 Product Management: 122.08 PM User Testing - User testing
- 122 Product Management: 122.08.01 PM User Testing - Get out of the building and talk to customers
- 122 Product Management: 122.08.02 PM User Testing - What is a product prototype
- 122 Product Management: 122.08.03 PM User Testing - Why do we use prototypes instead of writing code
- 122 Product Management: 122.08.04 PM User Testing - The goal of user testing and using prototypes
- 122 Product Management: 122.08.05 PM User Testing - Testing for demand
- 122 Product Management: 122.08.06 PM User Testing - Understand and learn quickly - let go of pride
- 122 Product Management: 122.08.07 PM User Testing - Have a clear hypothesis for each test
- 122 Product Management: 122.08.08 PM User Testing - Team roles during user tests
- 122 Product Management: 122.08.09 PM User Testing - Concierge test
- 122 Product Management: 122.08.10 PM User Testing - Quantitative vs Qualitative testing
- 122 Product Management: 122.08.11 PM User Testing - Qualitative tests are the most common type
- 122 Product Management: 122.08.12 PM User Testing - Demand test - Fake door test
- 122 Product Management: 122.08.13 PM User Testing - Lack of Demand is rarely the biggest problem
- 122 Product Management: 122.08.14 PM User Testing - Qualitative testing steps
- 122 Product Management: 122.08.15 PM User Testing - Usability Test First Value Test Second
- 122 Product Management: 122.08.16 PM User Testing - Value Tests High-Fidelity Prototypes
- 122 Product Management: 122.08.17 PM User Testing - Low vs High-Fidelity Prototypes
- 122 Product Management: 122.08.18 PM User Testing - Types of Value tests
- 122 Product Management: 122.08.19 PM User Testing - Product Manager MUST attend all user tests
- 122 Product Management: 122.08.20 PM User Testing - Build prototypes in hours not days
- 122 Product Management: 122.09 Product Market Fit - Product Market Fit (PMF)
- 122 Product Management: 122.09.01 Product Market Fit - PMF is the goal of every product team
- 122 Product Management: 122.09.02 Product Market Fit - B2B PMF - Six reference customers
- 122 Product Management: 122.09.03 Product Market Fit - B2B PMF - Finding reference customers
- 122 Product Management: 122.09.04 Product Market Fit - B2B PMF - If you have a hard time finding reference customers
- 122 Product Management: 122.09.05 Product Market Fit - B2C PMF - 10-50 beta testers
- 122 Product Management: 122.09.06 Product Market Fit - B2C PMF - Sean Ellis test
- 122 Product Management: 122.10 PM Interview
- 122 Product Management: 122.10.01 PM Interview - Use a good rubric
- 122 Product Management: 122.10.02 PM Interview - Give the interviewer the table of contents for your answer
- 122 Product Management: 122.10.03 PM Interview - Answer the favorite product question
- 122 Product Management: 122.11.001 User Story Mapping
- 122 Product Management: 122.11.002 User Story Maps - Why use story maps
- 122 Product Management: 122.11.003 User Story Maps - Story Maps help us iterate fast
- 122 Product Management: 122.11.004 User Story Maps - Story Maps help us focus
- 122 Product Management: 122.11.005 User Story Maps - Story Maps are discussions not requirements
- 122 Product Management: 122.11.006 User Story Maps - Story Maps break down big stories into small stories
- 122 Product Management: 122.11.007 User Story Maps - Always use a drawing for shared understanding
- 122 Product Management: 122.11.008 User Story Maps - A story map is a day in the life
- 122 Product Management: 122.11.009 User Story Maps - Start with a line of stickies from left-to-right
- 122 Product Management: 122.11.010 User Story Maps - Stickies are verb-filled action phrases
- 122 Product Management: 122.11.011 User Story Maps - The top of the map is the backbone
- 122 Product Management: 122.11.012 User Story Maps - Story Maps are used to define prototypes
- 122 Product Management: 122.11.013 User Story Maps - Focus on the big rocks in a story map
- 122 Product Management: 122.11.014 User Story Maps - How to decide if a task belongs on the story map
- 122 Product Management: 122.11.015 User Story Maps - Sub-tasks are the details
- 122 Product Management: 122.11.016 User Story Maps - Every important task should be on the map
- 122 Product Management: 122.11.017 User Story Maps - Never create a map before defining user needs
- 122 Product Management: 122.11.018 User Story Maps - A story map should focus on one solution to one problem
- 123 Presentations: 123 Presentations
- 123 Presentations: 123.001 Presentations - Send a video along with the link
- 123 Presentations: 123.002 Financial Storytelling - CFA Financial Storytelling seminar
- 123 Presentations: 123.003 Financial Storytelling - Stories make people sit up and pay attention
- 123 Presentations: 123.004 Financial Storytelling - Aristotle on presentations
- 123 Presentations: 123.005 Financial Storytelling - Situation Complication Resolution
- 123 Presentations: 123.005.01 Situation Complication Resolution - Situation
- 123 Presentations: 123.005.02 Situation Complication Resolution - Complication
- 123 Presentations: 123.005.03 Situation Complication Resolution - Resolution
- 123 Presentations: 123.006 Financial Storytelling - Close with a CTA
- 123 Presentations: 123.007 Financial Storytelling - Five points to master numbers-driven presentations
- 123 Presentations: 123.008 Financial Storytelling - Five tips to connect with the audience
- 124 Asking for Feedback: 124 Asking for Feedback - How to
- 125 Books: 125 Books
- 125 Books: 125.002 Books - How to take smart notes
- 125 Books: 125.003 Books - Getting started in consulting
- 125 Books: 125.004 Books - The 80-20 Way to Read a Non-Fiction book
- 125 Books: 125.005 Books - Deep Work Cal Newport
- 125 Books: 125.006 Books - Checklist Manifesto Atul Gawande
- 125 Books: 125.007 Books - Victor Frankl Man's Search for Meaning
- 125 Books: 125.008 Books - Constructive Conflict - Keith Wilson
- 125 Books: 125.009 Books - Nonviolent Communication - Marshall B Rosenberg
- 125 Books: 125.010 Books - Inspired - Marty Cagan
- 125 Books: 125.011 Books - High Output Management by Andy Grove
- 125 Books: 125.012 Books - User Story Mapping - Jeff Patton
- 125 Books: 125.013 Books - Napoleon by Andrew Roberts
- 125 Books: 125.014 Books - Abraham Lincoln - Team of Rivals
- 125 Books: 125.015 Books - Discipline is Destiny - Ryan Holiday
- 126 Decision Making: 126 Decision Making
- 126 Decision Making: 126.001 Decision Making - Expected Value
- External: 126.002
- 126 Decision Making: 126.003 Decision Making - Rational Decisions
- 126 Decision Making: 126.004 Decision Making - Accounting Profit vs Economic Profit
- 126 Decision Making: 126.005 Decision Making - Utility
- 126 Decision Making: 126.005.01 Utility - Marginal Utility
- 126 Decision Making: 126.005.02 Marginal Utility - Decision making using Relative Marginal Utility
- 126 Decision Making: 126.006 Decision Making - Making decisions on the margin
- 126 Decision Making: 126.007 Decision Making - Is this true (Independent Thinking)
- 126 Decision Making: 126.008 Decision Making - Think in terms of probabilities
- 126 Decision Making: 126.009 Decision Making - First Principles Thinking
- 126 Decision Making: 126.009.01 First Principles Thinking - Reasoning by analogy
- 126 Decision Making: 126.009.02 First Principles Thinking - Confirmation bias
- 126 Decision Making: 126.009.03 First Principles Thinking - Innovation and First Principles Thinking
- 126 Decision Making: 126.009.04 First Principles Thinking - It's not an attack
- 126 Decision Making: 126.009.05 First Principles Thinking - Five Whys
- 126 Decision Making: 126.010 Decision Making - Make up your mind slowly and calmly
- 126 Decision Making: 126.011 Decision Making - Cohort analysis as gospel
- 126 Decision Making: 126.012 Decision Making - Your first reaction is outdated
- 126 Decision Making: 126.013 Decision Making - Stanford - The Questions
- 126 Decision Making: 126.013.01 The Questions - 1. What is the most obvious thing to do?
- 126 Decision Making: 126.013.02 The Questions - 2. How could it be simplified?
- 126 Decision Making: 126.013.03 The Questions - 3. What could kill us?
- 126 Decision Making: 126.013.04 The Questions - 4. If I was replaced by a smart person, what would she do?
- 126 Decision Making: 126.013.05 The Questions - 5. What does winning mean?
- 126 Decision Making: 126.013.06 The Questions - 6. What would a hustler do?
- 126 Decision Making: 126.013.07 The Questions - 7. What would I do if I had $1B?
- 126 Decision Making: 126.013.08 The Questions - 8. What would they do 100 years in the future?
- 126 Decision Making: 126.013.09 The Questions - 9. Think 2 steps ahead
- 126 Decision Making: 126.014 Decision Making - Return to the same thoughts over time
- 126 Decision Making: 126.015 Decision Making - Be curious
- 127 Scientific Method: 127 Scientific Method
- 127 Scientific Method: 127.001 Scientific Method - Day vs Night Science
- 107 Philosophy: 127.028 Philosophy - The only way is through
- 107 Philosophy: 127.029 Philosophy - Malice toward none, charity for all
- 107 Philosophy: 127.029 Philosophy - Tolerant with others, strict with yourself
- 107 Philosophy: 127.030 Philosophy - The less you desire, the richer you are
- 128 Management: 128 Management
- 128 Management: 128.001 Management - Communication is the number one job
- 128 Management: 128.002 Management - Trade-off between time and quality
- 128 Management: 128.003 Management - Find the best solution in the time available
- 128 Management: 128.004 Management - Reports should mostly solve their own problems
- 128 Management: 128.005 Management - KPIs are the best way to have clarity around impact
- 128 Management: 128.006 Management - When employees aren't doing what they want to be doing
- 128 Management: 128.007 Management - Nobody will be blindsided by my decisions
- 128 Management: 128.008 Management - Managing by OKR
- 128 Management: 128.008.01 Management - OKR - Google made OKRs famous
- 128 Management: 128.008.02 Management - OKR - make Os qualitative and inspirational
- 128 Management: 128.008.03 Management - OKR - make KRs quantifiable
- 128 Management: 128.008.04 Management - OKR - Make 70pct of your goal
- 128 Management: 128.008.05 Management - OKR - Start from the top
- 128 Management: 128.008.06 Management - OKR - Public information
- 128 Management: 128.009 Management - My performance is measured by the output of my team
- 128 Management: 128.010 Management - Management is entirely about delegation
- 128 Management: 128.011 Management - Task Relevant Maturity
- 128 Management: 128.012 Management - One-on-one meetings
- 128 Management: 128.012.01 One-on-one meetings - Time required
- 128 Management: 128.012.02 One-on-one meetings - They set the agenda
- 128 Management: 128.012.03 One-on-one meetings - Cadence of meetings
- 128 Management: 128.013 Management - Monitoring is not micro-managing
- 128 Management: 128.014 Management - Sharing a common information base
- 128 Management: 128.015 Management - Hold people accountable and follow up
- 128 Management: 128.016 Management - RACI
- 128 Management: 128.016.01 RACI - 4 RACI roles
- 128 Management: 128.016.02 RACI - Responsible
- 128 Management: 128.016.03 RACI - Accountable
- 128 Management: 128.016.04 RACI - Consulted
- 128 Management: 128.016.05 RACI - Informed
- 128 Management: 128.017 Management - Napoleon sent 15 letters per day
- 128 Management: 128.018 Management - Give up control then manage it appropriately
- 128 Management: 128.019 Management - Regular communication and reporting are important
- 128 Management: 128.020 Management - Small teams must stay focused
- 128 Management: 128.021 Management - Empower people to do their jobs and take risks
- 128 Management: 128.022 Management - Culture - The Rule of 3
- 129 Brand: 129.001 Brand - A brand is a promise kept
- 129 Brand: 129.002 Brand - Have a point-of-view
- 129 Brand: 129.003 Brand - Piss off 20 percent of people
- 130 Personal Habits: 130.001 Personal Habits - Napoleon was never seen drunk
- 130 Personal Habits: 130.002 Personal Habits - Napoleon ate FAST
- 130 Personal Habits: 130.003 Personal Habits - Napoleon slept polyphasic
- 130 Personal Habits: 130.004 Personal Habits - Lincoln did not drink or gamble
- 130 Personal Habits: 130.005 Personal Habits - Lincoln studied hard topics
- 130 Personal Habits: 130.006 Personal Habits - Napoleon was not afraid to seem ignorant
- 130 Personal Habits: 130.007 Personal Habits - Ryan Holiday does not smoke drink or do drugs
- 131 Leadership: 131.001 Leadership - Napoleon learned how to do every job in the military
- 131 Leadership: 131.002 Leadership - Napoleon motivated people to do incredible things
- 131 Leadership: 131.003 Leadership - Napoleon was fast at all times
- 131 Leadership: 131.004 Leadership - Napoleon on the art of policing
- 131 Leadership: 131.005 Leadership - Napoleon was across every detail
- 131 Leadership: 131.006 Leadership - Napoleon rewarded men with baubles
- 131 Leadership: 131.007 Leadership - Blame yourself or blame no one
- 131 Leadership: 131.008 Leadership - Transform yet heed public opinion
- 131 Leadership: 131.009 Leadership - Lift others up even at cost to yourself
- 131 Leadership: 131.010 Leadership - Do what should be done, not what can be done
- 131 Leadership: 131.011 Leadership - The best leaders are problem solvers
- 131 Leadership: 131.012 Leadership - With public sentiment nothing can fail
- 131 Leadership: 131.013 Leadership - Never let the crowd make your decisions
- 131 Leadership: 131.014 Leadership - Allow others to think it was their idea
- 131 Leadership: 131.015 Leadership - Leaders think independently
- 131 Leadership: 131.016 Leadership - Show don't tell
- 132 How to change: 132.001 How to change
- 132 How to change: 132.001.01 Steps - 1. Write it down
- 132 How to change: 132.001.02 Steps - 2. Implement a routine
- 132 How to change: 132.001.03 Steps - 3. Track your progress
- 132 How to change: 132.001.04 Steps - 4. Get back up
- 132 How to change: 132.002 Change - Slow to learn and slow to forget
- 132 How to change: 132.003 Change - Don't drink, just delay
- 132 How to change: 132.004 Change - The work of change happens every day
- 132 How to change: 132.005 Change - You are never free if you're addicted
- 133 Hiring: 133.001 Hiring
- 133 Hiring: 133.002 Hire the best you can find
- 133 Hiring: 133.003 Hiring - People only do their job when they're getting paid for it
- 133 Hiring: 133.004 Hiring - Work with people you are in awe of
- 133 Hiring: 133.005 Hiring - Only hire people you want to be around
- 133 Hiring: 133.006 Hiring - Hire with a specific purpose
- 133 Hiring: 133.007 Hiring - Make devs code up front
- 133 Hiring: 133.008 Hiring - Only hire proven doers for top-level jobs
- 133 Hiring: 133.009 Hiring - Can I trust this developer
- 133 Hiring: 133.010 Hiring - Fire fast
- 133 Hiring: 133.011 Hiring - Don't hire people you can't fire
- 133 Hiring: 133.012 Hiring - Napoleon hiring matrix
- 133 Hiring: 133.013 Hiring - Hire diverse kinds of people with different ways of thinking
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